Leadership & Management Essentials: Motivate, Inspire And Lead Your Team To Greatness! | Alan Jarvis | Skillshare

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Leadership & Management Essentials: Motivate, Inspire And Lead Your Team To Greatness!

teacher avatar Alan Jarvis, Everything Is Easy, Once You Know How

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

61 Lessons (3h 21m)
    • 1. Promo

    • 2. Intro

    • 3. An Important Question

    • 4. It's Not About You

    • 5. I Have To Praise You

    • 6. Getting To Know You

    • 7. What We've Got Here, Is Failure To Communicate

    • 8. Are We Speaking The Same Language?

    • 9. The Lost Art Of Listening

    • 10. Knowledge Is Power

    • 11. We're Gonna Make You A Star-a-a-r

    • 12. The Three T's: Time, Tools And Talent

    • 13. Welcome To My World

    • 14. Time

    • 15. Being Helpful. Or, Whose Job Is It Anyway?

    • 16. Time Exercise 1

    • 17. If You Want It Doing Properly...

    • 18. Time Exercise 2

    • 19. Modelling Exercise And Soup Questions

    • 20. Time Exercise 3

    • 21. Tools

    • 22. ¬£179.99. Or, The Cost Of Solving A Ten Year Old Problem

    • 23. Tools Exercise 1

    • 24. Mission Mundane. Or, I Can't Not Look

    • 25. Tools Exercise 2

    • 26. That's What I Expected To See...

    • 27. Tools Exercise 3

    • 28. Talent

    • 29. Planes And Peer Brains

    • 30. Talent Exercise 1

    • 31. Where Are My Trousers?

    • 32. Talent Exercise 2

    • 33. What Would Jesus Do?

    • 34. Talent Exercise 3

    • 35. The Three T's Summary

    • 36. Intro To Section 3

    • 37. Getting Them In - Interviews

    • 38. The Welcome Bucket

    • 39. Motivation: Mr Motivator

    • 40. Motivation: Whose Company Is It Anyway?

    • 41. Motivation: Money. That's What I Want

    • 42. Motivation: The Beach Boys

    • 43. Meetings: Punctuality

    • 44. Meetings: What's The Point?

    • 45. Meetings: Who's The Decision Maker?

    • 46. Meetings: Agendas

    • 47. Meetings: Minutes

    • 48. Meetings: Facetime

    • 49. Meetings: You Talking To ME?

    • 50. Meetings: If You Don't Understand...ASK!

    • 51. Meetings: Common Sense? Not That Common

    • 52. How Can I Help?

    • 53. The Whirlwind

    • 54. If You Can't Change The Culture...

    • 55. Good Morning. Or, What I Learned From Bill

    • 56. "That Won't Happen With Me". Or, Another Thing I Learned From Bill

    • 57. "Meet Our New Rising Star". Or, Yet Another Thing I Learned From Bill

    • 58. "Thank You". Or, What I Learned From Kevin

    • 59. "I Don't Do Half Days". Or, What I Learned From Keith

    • 60. Cakes On A Friday. Or, What I Learned From Brian

    • 61. "You're Allowed To Talk To Each Other". Or, Another Thing I Learned From Brian

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About This Class


"A leader Is a dealer in hope"

Napoleon, said that. And he was right. Clever guy, Napoleon.

The terms leader and manager are often used interchangeably, but there is a difference. And in todays competitive market, it's not enough to be one or the other...you must be able to be both, if you want to get the most from your team. In this course, I will show you how.

"But why should I take your course, Alan?"

And that's an important question. Now, it may seem counter-intuitive, but I'm going to paraphrase  something George Bernard Shaw said "Those who can, do. Those who can't, teach", but some do both. I'm one of those.

I remember when I was doing my formal qualifications in my chosen profession quite a few years ago...one of my lecturers often started his sentences with "When I was in industry..." He was a great guy, a brilliant academic, but he hadn't practiced what he was teaching for over 20 years. I think it's a perishable skill.

I could tell you I've worked at a senior level across several industry sectors: automotive, manufacturing, FMCG, healthcare, pharma, and service industries. I've worked in both the public and private sectors. I've been recruited by blue chip companies. Times Top 100 companies...but all of that is history. The important thing is...I still do it.

This isn't a theoretical course, it's a practical one. It's hands on.

  • I will guide you through my Three T's Methodology¬†for creating super-star teams, complete with 9 actionable exercises that you can do today.
  • I'll share with you my interview process for recruiting great people.
  • NLP techniques for effective communication.
  • We will cover the practical best ways to motivate your team.
  • Practical day-to-day leadership and management.
  • What to do with underperformers.
  • I'll even share all the best things I've learned from my great managers.

This course is the result of 30 years of ongoing experience.

If you currently lead, or manage people, you should take this course.

If you aspire to lead, or manage people in the future, you should take this course.

Enrol now, and become the leader I know you can be!

Meet Your Teacher

Teacher Profile Image

Alan Jarvis

Everything Is Easy, Once You Know How


Hi, my name is Alan!

I have almost thirty years of experience in teaching various subjects and have held senior management positions at several blue chip and Times Top 100 companies. I now specialise in consultancy, interim work and teaching.

My love for Excel began soon after the program was released. Back then, we really only used it for typing tables in our production planning department. If you can believe it, I was taught to then calculate with a calculator and TYPE the answers into Excel...you'd be surprised how many people I meet who still do this!

There were two turning points for me in my journey. The first was a chance conversation with one of our accountants when I was complaining how slow it was to keep having to flip between worksheets to see different ... See full profile

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1. Promo: Hi, I'm Ellen, and I'm the creator of this course leadership and management essentials. Now, you may be wondering why you should take this course s next on question. And I'll tell you, it's not a course on leadership and management theory. This is a practical hands on course that you can use immediately. Now I have been recruited by blue chip companies. Time some 100 companies and I have worked to the senior level across many industries automotive manufacturer, FMC, G, healthcare, farmer service interests. But all of that is history. The important things are I still do it, and I can teach you how to do it, too. Is this course suitable for May? Well, if you are a new or soon to be leader or manager, you should take this course. If you're an experienced leader or manager, you should still take this course. What you'll soon learn works in all industries, and it's applicable to both public and private sectors. So what's inside the course in Hey, you'll find the very best in my 30 years of experience or presented in short, easy to digest lessons, I will guide you through my three teas methodology for creating superstar teams, complete with actionable stamps that you can take today. I'll share with you my interview process for recruiting great people. We will cover the practical best ways to motivate your team day to day leadership and management what to do with underperformers. And I'll even share with you the best things I've went from my great managers. So what do you need to get started? Well, all you need is an open mind, a willingness to land on the little time to dedicate to do in the exercises. Okay, so take a look at the course description on. I'll see you in the course. 2. Intro: Hi. Welcome to the course. Being a great leader or manager could be a demanding job. Your meat melts. Communicate effectively with people at all levels in your organization. You'll be need to be able to solve problems, coordinate the efforts of your team to achieve their objectives. But above all, you will need to be able to inspire people to achieve great things themselves. And that's the purpose of this course. When your team perform like superstars, you look good. Now. It's not about taking credit for their work. Far from it. It's about getting them to a place where they have the time tools on talent to deliver amazing results and want to deliver for you. Okay, so you don't have to do the whole course in one sitting. The lectures is short and its designs that you can just do one or two lectures at a time. It's not a race to the end on the country. I would suggest you allow a little time to reflect on these lecture, and you may find that there is a parallel that you can draw from your own experience. Now I'm gonna take you through the most important lessons and I have land of the last 30 years. Our teacher, the process I used to create superstar teams who will deliver for you will also utilise some NLP neuro linguistic programming. A little bit of lean manufacturing. And finally, I'll share with you some of the lessons I took from my early managers and how incorporated those into my own style. Now, early on in the course, maybe after two or three elections, you're going to be asked to leave a review. You don't have to do so yet you will be prompted another three or four times as you progress through the material and over suggest leaving it until a little later when you are further into the course. But it's your choice. Okay, That's enough of an intro. I really hope you enjoy the course and get a lot out of it. Okay. I'll see you in the first lecture. 3. An Important Question: okay, Before we get started, I want to ask you a question. Do you know the difference between a leader and a manager? Some organizations tend to use the two words interchangeably. And in some parts of this course I do too. But there is a difference in the most eloquent description I have heard is this People follow leaders. They work for managers. Know which you are in which you will be is not determined by your job title. Far from it. In the dynamic world in which we live, it is determined by the situation you find yourself in at any given time on also the nature of both the person you're dealing with and the nature of the task to be performed. It's a great notion that you can lead everyone that is, everyone will be so inspired by you on will be motivated to follow you. In reality, it's not always possible or even desirable. Even those that history has deemed to be great. Leaders such as Alexander the Great Polian Churchill, pick Your own historical figure here probably commanded the respect of hundreds of thousands, if not millions of people. But most likely even they had a few people in there who were just doing the job. I'm quite content to do so. However, there is a quality that you must cultivate. You must be able to be both a leader Onda a manager because both are essential. Hence the title of the course. Now there are a few of the things I'd like to mention before we begin, wherever I mention he or she, him or her or any other gender specific word. The two are completely interchangeable. Where I have used the names of people I know personally, I have changed them. Unless a state otherwise on the tools, techniques, philosophies and methods I represent here of worked exceptionally well for me. And I sincerely hope they work equally well for you. Of course, it's entirely your decision, which you choose to adopt. Okay, let's begin 4. It's Not About You: okay on welcome back. Now this lecture is called It's not about you. It's about them you deliver through your team. That's one of the two things I remember most from a management seminar a attended years ago . The sessions were led by a terribly well spoken lady named Tatyana, who also said another thing that stuck with me to this state but will come back to that in just a minute now. Two things you must do to be a great leader, our creative team, who are capable off a motivated to delivering great results and creates an environment where that can happen now people of the greatest asset of any business and luckily, first leaders and managers. We live in a world where the real lots of people and then there are essentially three ways you can gain access to these great people. You can inherit them, you can hire them or you can make them. We will look at how you conduce this throughout this course on. We'll also look at what you conduce to keep them once you've got them on. That's the other thing that Tatyana said that stayed with me. People join cos they leave managers. Now, if you take nothing else away from this course, these the two things you should remember. In fact, they're so important. Here they are again. You deliver through your team on people join companies. They leave managers always keep those two things in mind. Okay, let's move on. 5. I Have To Praise You: I have to praise you like a shirred. Fatboy Slim. I'm gonna try not to sing for the rest of the course, but I can't guarantee anything. Okay? Now I'm kind of guy who doesn't need over praise, which is fortunate, as I have. No, always had managers who prays openly. Now, don't get me wrong. I am one of the fortunate few who have been looking enough to had far more good managers than that. And I have learned something from all of them. The good ones under bad throughout my career and still today because she should never stop learning. If I have seen something done particularly well, I borrowed it. Okay, I've stolen it. Semantics. Similarly, if I have seen something done in a bad way, I've made a mental note. Never do that myself. Now you will find dotted throughout this course. The key lessons I have learned over the past 30 something years and how I use them today in my approach. Okay, So who doesn't look to be told how great they are? Well done. Great work. Good job. Personally, I never get tired of hearing myself telling myself how great I am, right so I'm in advocacy of praise where it's due. In fact, I go even further than that. I'd say I'm an advocate of praise for the tiniest thing. It can be very easy for the do is the actual people who do the work to become demoralized. Of course, this can happen for several reasons, and not all of them may be work related. One common reason could be that they feel undervalued, and I find it's staggering. Hell often I have seen such a simple problem to solve go completely unaddressed. In my experience, this is for one hour to kind of related reasons. Number one, the manager on that. You, by the way, is too preoccupied with themselves. Do I look good to my bus? I'm I going to get that promotion. I'm I going to get my bonus. Has something gone wrong that I could be blamed for that. They forget that the people who do the work are in fact people, too, and people value being valued number two. Some managers are thing managers rather than people manages, so let's get into that now. I'll see you in the next lecture 6. Getting To Know You: Okay, guys, I'm welcome back Now. This later is called getting to know you getting to know all about you from the King and I know it didn't sing it, And I know you're thankful for that. They're probably one of the most important things that you need to know about Every individual member in your team is how they like to be praised because people like to be praised in different ways. And this is because all of us wonderful, unique beings humans fall into two broad categories. In NLP mural linguistic programming, people have described as having either an internal frame of reference or an external frame of reference. Those with an internal frame of reference check with their own internal barometer their own experience to decide if that was great work. For example, those with an external frame of reference will check other people's reactions to gauge. If that was great work, this is true not just for the did I do a good job question, but for all kinds of things. Some folks pull on a pair of jeans and think, Yep, I look good in these, and that's an internal frame of reference. Others will pull on a pair of jeans and say, Does my backside look big in these external frame of reference? Then there will be no doubt some very clever and possibly surreptitious methods of establishing have. Someone may prefer to be praised. Anyone who knows May has worked with me or any of my courses will know I usually opt for the simplest solutions. So here's what I do Drum roll, I asked. It's quite easy, really. Some people of public praise on lots of fuss, and if that's the case, do that. Then they can see that what they did is being recognized by you and their Their peers will know it, too, and that will serve people with an external frame of reference very well indeed. Now others may prefer that you just ushered them aside and say the words well done on some majors need a nod or discreet thumbs up, and that will do the trick nicely. But the overriding take away here is if one of your team to something good, acknowledge it, find whichever method is appropriate. Take the time out of your day and do it the time use men doing this small thing will pay back in spades, um, words. I'll see you in the next lecture 7. What We've Got Here, Is Failure To Communicate: wait. What we've got here is failure to communicate Cool hand Luke. Now, this is another common issue in the workplace. Failure to communicate. In fact, if you ask any group of employees in any organization anywhere in the world what the number one thing that their organization could improve upon, it will be communication. Now. I don't know if that's factually true, by the way, even though I opened that remark with in fact. But it's certainly true for every organization I have had experience in for over 30 years. So it may be true. You can decide now. In this context, we mean to different things by communication. How do individuals within an organisation communicate with each other, either within their own departments from the bottom up or cross functionally on? The second thing we mean is hair. Do the management within the organization communicate with its employees? Top down. If you translate this into the individual, these can mean either no one listens to me or no one tells me anything. Okay, so in this section we're going to get into both, and we'll take them in that order. But before we get onto listening first, let's understand if we're all speaking the same language. So saying there is a family of to communicate is not strictly true. We can't help communicate him. We do it all the time. We do it without even opening our mouths. The actual issue is that what we think we're saying is not always what the person on the receiving and thinks. We're saying this cuts both ways in NLP Yes, and I'll pay again. There is a saying. Meaning of communication is the response you get. So take a second to consider that the meaning of communication is the response you get. Have you ever said something to someone on bare Reaction was completely a lad's with what you expected. That's this in action. So here's one thing that may be going on when this happens, sometimes we live in our heads. Now, let me give you really oversimplified scenario here. Okay, so Louise is having a bad day. Last night she had an argument with the boyfriend because he was groping at the girls on Baywatch. Now, if you know old enough to remember that Google it now, she called him out on it. Now she's been hitting the gym. She's been watching what what she eats, and everyone can see that it's working. Everyone, it seems, except her boyfriend. Now, over breakfast, the argument started again. That dog was barking because he wanted to go on his walk, not listening to an argument. Now she leaves the house for work, and the traffic is horrendous, and she finally arrives at work, and she bumps into Tina, who is making her way to the coffee machine. Tina says, Good morning, Louise. Looking good today, Louise says. What do you mean today? Do you know how hard I've been working now? It's probably not the response that Tina was expected. His different scenario. Louise is having a great day. She's been hitting the gym. She's been watching what she eats and everyone can see. It's working, including her boyfriend, and we all know what that means. She got up early. She walked the dog around the park and on the way to work. There's hardly any traffic. She arrived. It worked and bumped into two. You run away to the coffee machine, Tina says. Good morning, Louise. Looking good today on Louise says, Hey, Tina, Thanks for militants in feeling good Has your day so far? Same greeting, Totally different response. Sometimes people are not in the same place. Okay, now, thankfully, there are a number number of ways to hit the reset button. On the simplest is another NLP slash hypnosis technique called Patton. Interrupt. Now a patent interrupts, as the name suggests, is a way to interrupt a pattern. Most of our lives we do things on autopilot. That's not a bad thing. In fact, it's extremely efficient. We learned, through our experience is the most favourable thing to do in certain situations. On when that situation comes up again to save us, happen to think it'll through again, we automatically choose that program on. We execute it very elegant most of the time. Now, let's have a look at another terribly simplified scenario. For the first time in my life, I have encountered a door. Now I have no idea what it is, but I know I need to progress from this room to the next room. Ignore for a second that I know what a room is, but by some miracle, I have never encountered a door before. That's another story. So there is a small objects protruding from that door. But I have no idea what it is. Now. I could get an axe. Yes, I already know what an axis on I could chop my way through Jack Nicholson style. And I've also seen the Shining, but that would require quite a lot of effort. Now I could find another route to the second room, but that would take more time than I have right now. So what to do? I reach out and I shake that small object that's protruding from the door and it moves down and then back up again. Cool. I push it down again and I push forward and nothing happens. I push it down again and pulled backwards. And hey, presto, I can no get into the next room result. Okay? Now, the next time I encountered all I can bypass my axe solution, I can bypass my finding of the route solution on, move immediately to the push down and pull method that works so well for me that last time now we could be that this door opens outwards. And if that's the case, I can still bypassed the 1st 2 options and try the push down and push forward method. Now, if that works, I now have two things in my toolbox, a program with two branches that I can execute on autopilot. When I come across another door as I encounter Mawr doors, I'm going to refine my program to cope with handles that turn rotating doors, sliding doors, locked doors, even automatic doors, all of which I will be able to cope with on autopilot. Very efficient. So anyway, back to Louise and two on Tina now, in the first scenario, Louisa's has a certain set of programs running in her head because of the events of the last 12 hours, and in the second scenario she has a different set of programs running in her head. What we need to do in the first scenario, the one where she's in a bad mood is interrupt that set of programs from Roman on Bring about reset. So how do we do that? Well, first, let's have a look at how not to do that. So imagine the first scenario, and this is the conversation that has team assays. Morning, Louise, looking good today on Larry, says, What do you mean today? Do you know how hard I'm working and tell Mrs Whoa! Louise, what's wrong with you? You are always so sensitive. Have you think that would go right? Louise is already in argument mode. She ended last night with one. She started the day with one on by Julie. She's ready for another one right now. The dog's been barking. The traffic was bad. First boyfriend. Now Tina's joining in. Will it ever end? So before we move on and get to a better way to inference interrupt a pan, I want to draw your attention toe one particular word in Tina's response there. Always now in linguistic, Simple enough in NLP neuro linguistic programming. This is described as a universal qualifier. Now there are a few of them always, never all will every We use them all the time. A long time. Yes, We okay, we don't use them all the time because a universal qualifier precludes any other possibility. So is Louise always so sensitive? Well, probably not all of the time. And you should be careful when you use a universal qualifier as arguments based on them are so easy to overturn. Imagine this scenario. The boss. You're always late. The employees always bus Well, no, not always. The employees is great. Then we're in agreement. So to me. OK, so now what I sneakily did there was introduced a pattern. Interrupt. The boss in that conversation probably knows that the employees not always light, but he's in his. He's late again, and he's going to get a roasting mode because he was late today, and maybe he was like, Yes, they own last Thursday, but the rest of the time he's pretty much there when you should be. So by opening with the Your Always Late is already on to lose up because he statement is based on the premise that is easily proven to be false. So the employees, being a terribly clever fellow, spotted the use of the Universal qualifier and knew that, in fact, he was untimed every day last week except Thursday, when he fancied a lion so always late was not a statement of fact. It just seem that way to his boss, said the employees. Cancer of always immediately forced the boss to recheck his understanding of the situation and concede the point that the employee was not, in fact, always late the employee interrupted his. He's late again, and he's gonna get a roast in Patton, which, which is a real thing. Okay, so back to patent interruptus there are hundreds, and you'll probably be able to think of lots of them. Lots of them. No, just kidding. Okay, so they don't even have to be verbal. Putting your hand up in a stop sign like early Diana Ross could be enough to bring the person back into the room. Ask Heard the time out signal. Now one of the classic NLP phrases used for Patton interrupts is, Can you smell popcorn? Which would certainly get them thinking in a different way, as they would have to break out of their current thought pattern and enter there. Can I smell something? And is it popcorn? Patton? Which also is a thing, I think often a simple Shall we do that again will be enough to perform a recess, and from there you can move forward. Okay, I'll see you in the next lecture 8. Are We Speaking The Same Language?: wait for the second completeness. Well, quickly go over the different communication moods. Now humans process information using their representational systems. And these Air Tyto, our five senses sight visual sound, auditory, kinesthetic, touch feel off factory, which is smell and gustatory, which is taste now. Women communicate. Most people will have a preferred system from one of the 1st 3 which they will default to most of the time. You may be wondering what this means. We'll tell you visual learners tend to communicate visually. Order treat awareness tend to communicate or detour. Really, that's a word kinesthetic awareness communicate can aesthetically. So how can you tell the difference and headed into this help? Well, let me tell you, when you communicate with someone in their preferred representational system, you are communicating with them in their language. In terms they understand, you're attuned. You're on the same wavelength. You're on the same page. You can see how that could be useful, right? So how do you know which representational systems someone operates in easily as it happens ? And I'll tell you if you know what you are listening for Now most people will select predicates words that give us give you a clue as to which representation they are operating in at any given time. Do you hear what I'm saying? See what I mean? Do you feel me? Hopefully. So it should be crystal clear. Ring about easily grasped. Okay. So visual people will use words like, See, look, view a PM show. Illuminate clear focus. You get the picture. They tend to speak quickly. They memorizing pictures and get bored really quickly in love with lung verbal instruction . Okay, older tree people. We use words like here. Listen sounds tune in, Tune out, resonate They'll be all ears. Sound familiar again? We're trying Stop doing that. They tend to speak it a normal pace. They learn best through here in and they pay close attention to how they sound. Their tonality, their timber, the quality of their voice. Now kinesthetic people, we'll use words like solid feel grasp Get ahold of make contact touch that makes sense, right? They tend to speak slowly. NATO learn by doing on a quite comfortable touching of this generally. So how does this help us communicate better? Well, most people most of the time are able to correctly interpret what is being said without too much fuss. But communicate him with someone in their preferred style could make this even easier, even if you have in a difficult conversation. So if you happen to be communicating with someone who's using visual predicates, use visual predicates yourself. If you communicating with someone who uses auditory predicates, use auditory predicated yourself. And obviously, if you're communicating with someone who uses kinesthetic predicates, use kinesthetic credit gets yourself to now I have a great standby phrase I always use. Yes, always when someone has said something to me that I'm not sure I understood correctly, though it will have made perfect sense to them. I say Tell me that again, but using different words now. Not only is that a great pattern interrupt I invented it. He usually causes people to rethink what they've said and come up with a different way of expressing it. Now, this way, we can make doubly sure that we understand each other neat, huh? Of course, occasionally, people read will repeat exactly the same thing a game word for word. So I just say that was the same thing, he said the first time, Uh, all they will say the same words again, but in a different order. This doesn't fool me. I normally borrow from the old, more common Y sketch with Andre Previn, where Air Explain Greeks Piano Concerto on Andre Previn says You're playing all the wrong notes and Eric say's No, I am playing all the right notes, but not necessarily in the right order. Okay, perhaps his importance is joining. Someone in their representational system is matching their speaking style. Now, if someone speaks very slowly, but your natural speaking style is very quick, slow down to nearer their speed. The opposite is also true. Similarly, if the people, if the person that you're speaking to, speak softly, don't try to get your point across by being loud, joined them, speak softly to now. This can have massive implications. I once worked in an organization where there were two people who shared view that shared the same views on an awful lot of things, but they just did not get along. One person was softly spoken, and you're the person only ever spoke almost at the top of their voice, and the quiet guy was constantly drowned there by the loud guy on The loud guy was completely oblivious to the fact. Okay, Next, we're gonna have a look at the lost art of listening. I'll see you in the next lecture. 9. The Lost Art Of Listening: Okay. Welcome back to this lecture, right? Never gonna have a look at the lost art of listening. Now, on the surface of it, communication seems like a two step process. There is listening. And there is speaking. I think if you do it properly, it's a three step process. There is listening. There is consideration. And then there is speaking that middle one is very useful and can afford you great insight . Okay, It's sad, but true that just because someone is not talking, it doesn't necessarily follow that they are listening. Ah, lot of the time when we converse with each other, we're not listening. We just waiting for our return to talk again. If I suspect that this is happening, I sometimes throw in a non sequitur just for my own entertainment. So colleague says, Yeah, I have this big meeting on Tuesday. Do you think I'll have time to prepare? And I'll say my mother just adopted a giraffe with a pink petticoat on the colleagues. Yeah. No, there's just so much to do. And here's another way. The queue for one person to begin speaking again is when you stop speaking, so don't say anything another pattern. Interrupt now. Sometimes people are not even remotely engaged in a conversation, and you can spot this easily because they will respond with stock responses from their auto pilot program. Right? I know, really, Once in a meeting with my human resource is lead. I got through almost all of the lyrics to Bohemian Rhapsody. Ah, line at a time until the penny dropped and she left and she said, You doing Bohemian Rhapsody Anyway, A moment ago I said that this could provide you with great in the sight. And here's why you have two ears on one mouth use in the same proportion. Now I don't know who said that first, but a gentleman named said, Real name said it to me, so thank you said second e F Time nurse. Where I call this. When we communicate, we run whatever information is coming in through our own perceptual filters, we check it against our own experiences. We search our memory banks to see where it fits in, and when we allow time to consider the incoming information I call this second ear time, you can make connections that you may not otherwise have made. If you reduce waiting for your turn to talk again. Now sometimes, is compay the way too easy when effective solutions? If you are paying attention now, we'll get into this a little more later when we look at how to build superstar teams. But here's a sneak peek of the course of a couple of days had the same conversation with three different team members, all of whom had similar rules about what they did on a day to day basis. Now, Ju said, I raise orders up until about midday, and Kevin told me upto lunch. I do all of my order raising, and Danny told me I get all my orders raised by 10 30. So no, I know all three raise orders, but there is another piece of information that's very useful in there. Can you see what it is? Absolutely. The time frames. Now, June and my first conversation with June. I found out that she raises orders and it takes her from about 9 a.m. When everyone starts work until about noon. So half of her day spent raising orders now, as they have nothing else to compare this with. This becomes my baseline no. Later, when I speak to Kevin, he tells May more or less the same thing. I check this with the baseline, a cup from June and it matches or good. Now it's only when I speak to Danny that things get interesting because she to raises orders. Check. But Danny's done with this particular task by 10 30 that's a mismatch. Now this mismatch created question. Why is one person completing a task of full 90 minutes faster than her PS on its the power in that crash in that lead to a solution to a problem that the team didn't even realize they had? Okay, we'll get into the final process details of this a little bit later. Okay, so the skill of listening is very simple. To develop on we need to do is be present, allow time for your conversation and use that time to consider what the other person is saying Before you respond, Use your second ear time. Simple and effective. So, in summary, take the time to listen by utilizing your second year time and notice how differently people react when you dedicate a little quality time to actually listening to what it is they're saying, Okay, I'll see you in the next lecture 10. Knowledge Is Power: knowledge is power Francis Bacon. Now, much has been written on organisational communication, but this is my very simple take on it as a leader and a manager, unless it is sensitive, confidential or personal, you should share it. Share information with your team. If you attend a meeting, let your team know what went on. If something good has happened in your department, publicize it. If you learn of something good that's happened in another team, spread the word. If you do this individually, make sure you tell everyone If you do it in a team meeting and someone is not present, be sure to catch up with them. Obviously, this only goes for work related matters. If you heard that someone is having a baby which falls under personal, let them tell people because it's not your news to share. Now there are two reasons I'm so enthusiastic about the sharing of information. First, it involves and informs everyone in the business. Remember, no one tells me anything from earlier, and secondly, because it increases the potential for stimulating new ideas dramatically. In fact, by, however many fold the people in your team now, I probably worded that Paulie, if you share the story of some progress that was made in another department with your team of five. For argument's sake, the chances of a spin off idea increases five fold. There are five new minds, five unique and individual minds who may be able to join some dance that you haven't seen. A good idea can come from anywhere. As one CEO once said to me, Thank you, Mike Riel name. Give those ideas every chance that spring into life. Now we'll cover my approach and ideas and how to generate them on what to do with them. Once you have them. A little later, it goes without saying, but I'm gonna say it anyway. Do not indulge in gossip inside or outside of work. Ever do not indulge in back biting inside or outside of work ever, and hopefully that covers that on the subject of sharing information, I have a couple of systems that I've set up in a number of organizations on will come to them when we get to how to turn a team into a super starting, which is next. I'll see you in the next like check 11. We're Gonna Make You A Star-a-a-r: we're gona make your star Ah bah bah boom David xx Okay, now do you remember earlier when I mentioned the difference between the leader and a manager? Here's a quick reminder. People follow leaders. They work for managers. And do you want to know the fastest way to be regarded as a leader? Do stuff for your team? That's right. You do stuff for your team. Help themselves. Their problems Show them think things could be better encouraging. Utilize their creativity. Create a culture of innovation. Create an environment where they can thrive, Publicize their successes. Value their contribution. Give them credit. Praise thumb, Thank them, Defend them, train them, reward them. It doesn't matter what you jump title is. It's your actions that count and that's what makes you a leader. Napoleon said it much more eloquently. Leader is a dealer in hope, and next we're going to get into my model for creating superstar teams and individuals. I'll see you in the next lecture 12. The Three T's: Time, Tools And Talent: okay. And welcome back the three teas, time, tools and talent. This is my model. This is my number one mantra. It's easy to remember. It's easy to apply. It's a simple road map to create in magic consistently. It's so simple, in fact, that I'm surprised that no one else has come up with this anyway. No one did. So I claim dibs on the phrase the three teas, time, tools and talent. It's mine, but feel free to borrow it. Okay, if you take the principles that you're gonna learn here and apply them, you can all but guarantee the you will be a successful leader, a manager, and help create high performing superstar individuals and teams. Now, early on an assignment, I will always arrange a meeting with the whole team and talk them through this model. On my philosophy, you say I'm a firm believer that everyone has the potential to be amazing, and I've seen it happen repeatedly and consistently because if you're in the thick of it, Dane Day out pushed for time, working with less than perfect processes and tools, with no one to show you the way through, it can be crushing The ceiling is low and it may begin in lower under the pressure. That's what they know. That's what they experience and that's their world. My world is different. I'll see you in the next lecture. 13. Welcome To My World: Welcome to my world, Jim Reeves. I bet you're glad I didn't sing that a gay. So I have a different perspective to the people at the sharp end, the ones actually doing the work. And that's because I've bean here many times before, Maybe not this particular organization, not with these people, but in this situation, this set of circumstances that are all too common. I have seen similar start points in many organisations on I've also seen what can be achieved used utilizing this model and it's a world apart. What I need to do is move them from their world to mine. Now the model is simple to understand. It's based on the belief that people are amazing on the key ingredient to unlocking that amazing nous is creativity know people do creativity really well better, in fact, than the most sophisticated and expensive computers in the world. People conjoined darts, they can see opportunities. They can take one thing, apply it to another and come up with completely new and innovative solutions. They can refine each individual, is unique and bring their own uniqueness to the party, and that's just what we need them to do. now, the first step is to create some space for this creativity. If you have a 37.5 hour week job and you're working 40 hours, you have no space. Step two is to give them the best tools available to do the job. Now this could be the physical tools, systems, the processes, whatever it takes for them to be able to excel in their work on the final step. Talent. Take care of Steps one and two and now it's all down to people. Eaters have the capacity to be created superstars there for clarity. I use the word creative literally. When someone tells me their creative, I ask them what they have created. Nine times out of 10 they will tell me all about their ideas now ideas and nice, but completely useless unless you do something with them, something that brings them to life in the real world. Ideas without action. I just daydreams. Sounds harsh, but it's true. Nothing you can touch in the world is an idea. It may have started out as one, but someone applied their creativity, their talent and made it real. They created it, and after that, rinse and repeats. Okay, I'll see you in the next lecture 14. Time: Now whenever I walk into a business and ask any team member what prevents them from doing an absolutely outstanding job, the number one answer is always time. Without question. The most valuable commodity we have is time, so we must invest it wisely. I sounded like Yoda there, Moon time, valuable. It is invested wise. You most. No more impressions. Okay, after the obligatory induction program sometimes called on boarding that the most organizations will plan for you whenever you start a new job. I always schedule some time with every member of my new team on I do this for two reasons. Firstly, I want to see first hand what they do on. They want to hear it directly from them in their own words, what their pain points are. I want to know what they like. I want to know what they dislike, what we do. Well, what we do poorly. I want to know everything and make no mistake. This stuff is gold, and there's no better source of information than the guy or gal who actually does the job day in, day out, useful for me and sometimes cathartic for them. Can people love to talk, so give them the chance and they won't disappoint you now. The second reason is that it immediately and unconsciously communicates to things. Firstly, I am interested and I genuinely am Number two. I am someone that you can talk to. Number one essential quality in a leader or manager. Be approachable. Now I have two things in mind when I say I am someone you can talk to first. If you have something you want to say, I will listen. Second, a relative positions within the chain of command Don't matter to me now. I mentioned the last for a very good reason. Some organizations have an institutional, hierarchical nature there. In some organisations, it's probably for a good reason. Switches the armed forces, for example. In others, it's really not in one look large organization that I worked in. One of my team told me about an issue he was having with another department. So I asked what the manager of that department has said about the matter, and he told me that he couldn't speak to that manager because he was just a man. Five on the manager in question was a band eight, as I was saying that it will be okay for me to talk to the band eight, but he couldn't. And that's how things got done. Well, actually, I said, Things don't get done now. This is bureaucratic inefficiency at its worst. The guy who knows the detail of the problem, the man five doesn't feel is in a position to be able to directly solicit the help of the warm person who has the authority to be able to solve it for him, which is the band? Eight. So how crazy is that? Now, in my simple way of thinking, if person A has a problem on person B can solve it. Shouldn't you get person A and Person B talking to each other at the earliest opportunity? Does it matter who has the better title? Does it matter who has the most money? Who has the biggest office? Far more efficient, I think, just to get on with solving the problem. Now this story could actually have Bean even worse. As it happens, that should have been another one or two line manages between me on the band. Five. So had the being the faulty in the bound five would tell his balance. Six. Bad issue. The six were Tell the seven and the seven would tell me then I would talk to my opposite number in the other department, who would probably have a similar thing going on his his end. On that, I would tell my seven. He tell the six, and eventually the answer would filter back to my five. So can you imagine how that would look if there any questions along the way? Complete madness, anyway, that scheduling some time with your new team preliminaries, call a meeting with your team no more than 20 minutes. Be clear in your invite that meetings start and finish on time. Tell them you will be spending some time with each of them in the coming days to understand what it is that they do. When have you may be able to help. This establishes an US frame rather than that you and us frame do quick around the table of who's who name, how long they've bean there, where they were before and what they do in the organization. Generally, longer serving members generally have good knowledge newer members may have experienced. They can bring from different organizations. Start with yourself and then go either left or right, depending on which person made eye contact first as they have something to say. Note. If anyone has worked in any of the same industries or companies, is either each other or yourself other than the one you're in currently. If so, mention it, it establishes commonality. If not, don't worry. Okay, Remind them that the meeting is only short and then ask if there are any burning issues you need to know about immediately. If not great there. They're not comfortable telling you in public or they're not yet comfortable with you. But there are always pertinent issues. Okay, if there are talk about them briefly and if needs be as the person who brought it up to stay behind a few minutes to discuss it further rather than hold everyone up finally thank them for the time. Tell them you're looking forward to working with them, and you should be then closed the meeting. Now, in 20 minutes, you've established several things who you are, who they are. You are there to help your all one team. If there are any background similarities, meetings will start on and punctually. You want to know about anything they have concerns about. And finally, everyone is important enough for you to spend some one on one time with. Okay, No. Everyone knows that you will be spending some time with them on. There will be more relaxed knowing why? Because there's nothing worse than getting an invite from the boss when you don't know what it is you're gonna be talking about That said a few things could happen between now and the sit down. They could mentally rehearse exactly what they should and shouldn't say to you all. They may be coached by their immediate line manager on what they should and shouldn't say to, You know, I have a way to bypass it. Scenarios on get mostly honest analysis, but more on that shortly. Okay, so you want to one sit down meetings? There are practical considerations. If you manage a team of up to 10 you can nail this in a week. If you manage a team of 100 you'll need a different approach. If you have a team of 100 direct reports, that is you on the line manager to 100 people, you need to consider changing the structure of the departments, and we'll come to that a little later on. Okay, there are a few basic rules that you can play here if your team is reasonably small and everyone has distinct and separate roles, schedule time with each of them. I normally go for at least half a day per person, or perhaps a whole day, depending on the complexity of what it is that they do. If the team is reasonably small on a few of the roles are similar or the same schedule time with all of them. But perhaps just do a few targeted hours with rules that are duplicated. And there's a reason for this, which can lead to massive efficiency gains. In no time it'll which I touched on earlier on, we will come back too soon. So if the team is large and some of the team have similar or same roles do at least half a day with one person from each discipline and again a few targeted sessions with the others doing the same jobs now as I mentioned earlier, if you have a lot of direct reports, you will need to restructure because no one can manage dozens of direct reports and do it well. No, I usually schedule my time top down. I will start with my managers and supervisors, and I will not stop until I have reached the lowest paid person in the department, because they're people, too. And that reminds me of a story from JFK. In 1961 President John F. Kennedy visited the NASA headquarters for the first time, and he was touring the facility. He saw a janitor mopping the floor, and he went over and introduced himself. He asked the man what he did at NASA, and the janitor said, I'm helping put a man on the moon. Think about that for a second. Everyone in your team. In fact, everyone in the organization should a understand that they are working towards a common goal, and what it ISS on be all contribute to that end in some way, that is, they add value. Okay, back to time. Most people in the work environment are busy all day long, but busy doing what on this is how I structure my sit downs with each team member After we've exchanged pleasantries. The first thing I asked him when I sit down is what do you do all day? Now? This sounds blunt and deliberately so. It's not because I am blunt or that I'm being rude. It's a pattern interrupt of sorts. Do you remember when I said that people may rehearse what it is they shouldn't shouldn't say to you or their been coached on what to say? This will usually bypass that they usually in the first few seconds after asking this people will have a blank look, is that we're not expecting such a direct question, or at least not one phrase that way. Usually, they genuinely are busy, and they don't want some manager who knows nothing about their daily grind asking such an impertinent question, particularly if you knew now in their head they may be saying something like this. What do I do all day? You cheeky and you can put your own explosive in there? You have no idea about the amount of things I have to get done. The impossible deadlines I have to meet. The tough targets are beginning a number of queries. I have to deal with the system that doesn't do what I needed to do three awkward people after deal with Andi. Andi. Some people will actually say it aloud once I can see that they're about to say something like any of the above, either in their heads or out loud. I will laugh, apologize and say something like I worded that poorly. I'm sorry. Tell me everything you do all the good, all the bad. What works, What doesn't? Anything I need to know so I can help to make your life easier. Now that rehearsed script that they may have been ready to deliver as being interrupted then we're just two people talking Now. You are more likely to get toe what they really think. And that's stuff is gold. Lap it up because they're in. Like all of your immediate opportunities, here are a few things that I always look out for. I'll see you in the next lecture 15. Being Helpful. Or, Whose Job Is It Anyway?: Okay, guys, And welcome back being helpful. Or whose job is it anyway? Now, in my experience, most people want to be helpful whenever they can. It's now admirable quality, but sometimes what started as a favor became part of the day job. Now, about a week into a new role. One of my seniors approach me at the end of the day and said he'd had a terrible day and they had loads to catch up on the following day. So I suggested we took 10 minutes in the morning to see if there's anything I could do to help on. When we sat down, he explained that he had lost the whole morning to sorting out a purchase order query for accounts payable. It should have only taken about 10 minutes, but there were a bunch of complications with it. Lots of back and forth between goods receiving department and the supplier chasing P. O. D. S proof of delivery notes. Andi, Andi, it was lunch time by the time he was done. Now I've worked my way up through the ranks and at some point of the most of the jobs in my field, so I can sympathize. I know how time consuming this particular task can be. But what interested me most of one particular thing that he said Now re read that and see if you can spot what it waas. It's well front sorting out a purchase order. Queary four accounts payable four accounts payable Now I asked what he meant specifically by four accounts payable, and he explained that when there was an invoice, Queary, If it's a price query, it comes to our team. If it's a quantity query, it should go to the goods receiving team. Ondas This was a quantity query. I asked how he'd become involved, and he explained that it was easier if accounts just routed everything to our team on. We could just sort it out for them. As we knew. The contacts internally and externally on the goods receiving seem well. They weren't really interested. So who is this easier? Four. Okay, so I asked him to prepare a list of all the internal contacts. There were multiple sites so that involved different people on the Supply Oeste with contact details of all the people who could provide help with proof of delivery notes. PRD's I checked the job descriptions, which were held centrally for all manages to view of my team, the goods receiving team, the accounts payable team. And sure enough, my team, we're only responsible for price squares. Okay, so I called the head of accounts payable on the head of materials management and arranged to meet him for that afternoon. I took the job descriptions with me, though it turned out I didn't need them on talked the matter through with them, though it wasn't happy conversation. We agreed that the Accounts team would pick up the sword station, as all the invoices came to them first on, but it was also in their job description and direct. The queer is to the appropriate department. Now we agree that the good receiving team would take responsibility for any quantity. Queer is it was in their job description. After all, I furnished both with a paper copy of the list of supplier contacts on accounts with a list of the goods receiving department contacts and asked my senior to email a copy of each Internally, I confirmed the details of our meeting by email to both heads of department on That's that they communicated the agreed process to their respective teams Now, As it turned out, several members of the team experienced time pressures brought on by being helpful on If time is tight, helped with the things that you should be helping with, Do you own jump first? And then if you have spare time, help with the things you could help with, don't do it to the point where the people whose job it really is abdicate their responsibility to you. It's critical to understand which activities naturally incorrectly sit within your team because they're the things they're paid to do. Okay, I'll see you in the next lecture. 16. Time Exercise 1: Okay, guys. And welcome to your first exercise from the three teas. Model part one time exercise. One being helpful. Now, in the last lecture, we had a look at where someone was helpful and it was eating a boatload of their time. So what I would suggest you do is take the time to sit with the individual members of your team toe, understand what they do. Find out if there is anything that they are doing that doesn't naturally sit within their job description. If you're in doubt, ask if you find any such activity engaged with the relevant line manager for the department where that task actually sits on, arrange a handover. OK, I'll see you in the next lecture. 17. If You Want It Doing Properly...: if you wanted doing properly, okay? And welcome back. Now, this one is kind of related to the first. But it highlights another thing that I always watch out for in a difference organization. What on my team had multiple piles of a four printouts on her desk. I think they call that letter size in the USA. And during the course of the day, between phone calls and other routine tasks, she was checking through them, assembling different combinations, stapling them together, then adding each to other different piles. By mid afternoon, she had four piles of perfectly assembled documents, each with a post it note on top. Interest in, I had to ask, What's that? Then she told me that for one of the highly specialized product ranges that we sold, each of the specific lines required a specific pack accompanying each order. OK, why are you doing that? Astor. She said that she wasn't actually doing it. She was checking and correcting the packs that the sales support team responsible from that range had done Now to make sure that the right combination of documents accompanied the right products. Okay, that done, she returned the checked work to the team, and the process moved on. Now, Before this process was introduced, the company had suffered a string of customer complaints for incorrect documentation. So we were in agreement that upsetting your customer is not a desirable thing to do. Check. We also agreed that the existing process was failing check. What we didn't agree on was the solution or the home of that solution. Now I spent a lot of time in completely different industries, one of which was automotive. Now there, I was fortunate enough to work with some of the sharpest minds I have ever known, in particular a guy named Alex real name who is an expert in the field of lean manufacturing. And he set me on a path of discovery that became part of my life as well as my career. Now don't be thrown by the word manufacturing in the title, as lean principles can be used in other industries outside of manufacturing and indeed in life in general. Now I may develop a course on lean, but for now, the lesson here relates to moda Murder is the Japanese word for waste in lean manufacturing terminology, specifically the seven deadly wastes or motors, and here they are waiting Overproduction rejects motion processing infantry transport. Now you'll notice that these conveniently spell out the pneumonic worm pit on. We'll touch on a few of these as we go through the course, but the moment interested in here is rejects now when you manufacturer product the costs of manufacturers made of the made up of the cost of materials on the cost of the production, including all the other support costs. So if you sell apart for $3 it contains $1 worth of raw materials and it costs $1 to produce labor, machine time packaging, distribution, marketing everything else, you will make $1 in profit. Cool. But if you don't get that right the first time your $1 profit erodes outright rejects Lito 150% loss for each part you make. You spend your $1 on materials on your $1 on all the other associated costs, and you should get $1 in profits if you end up scrapping it, you through all three of those dollars in the bin, not call. If, after manufacture, you need to check your work there is an associate ID cost with that which in this case, was the cost of the time of one of my team. So even if he turns out to be okay, that extra cost still exists because the production process, the work of the sales support team, was so unreliable that a 100% inspection needed to be carried out. If we found something wrong, we then had to correct the mistake, which obviously costs small time and possibly Maurin materials. If we had to scrap some parts of the item and replace it with correct part, you can see how this is wasteful right now. On top of this, we also rallied another waste twice transport. The packs were produced in a different building. So in the morning, someone would walk from one building to the other to bring the work to be checked. A mid afternoon, someone would transport it back. Now, the challenge was to eliminate those two murders. Those two wastes on. There were two questions. How wasit that when we checked the work, we knew how to get it right on. The second question was, how was it that the original production team the Cells support team. Didn't I just know through experience? It's really easy if you know what you're doing, was the answer. Now that's an answer. But that's not a great answer. And here's why. If you rely on expertise that resides in one person, you are wholly reliant on that one person. What happens if their on holiday or leave the business? The world stops, you're in trouble. So I asked if it would be possible for her to describe her, process her experience her methodology and create a set of instructions using a set of rules that could be applied on a single side of paper. The idea being that someone with zero experience me in the first instance could pick it up and do it correctly. And she said yes, she did it on. We tested it on me on with a couple of other folks in the office Mission. One accomplished the hell. Next came the who. Now she arranged a meeting with sales team and scheduled a 15 minute training session where she would take them through her process. Using the easy to follow instructions she created, she agreed she would continue to check the work for the first couple of batches to ensure the how instructions were clear on that the output was correct. Good units coming off the line. And that was that. Though he didn't eat a huge block of her time, it ate a lot of little bites, and now she had that time back. Sure, on investment of a few hours worrying were required, but the payback period was short, and I will elaborate on that on that. Last part is, it's very important now. A lot of the time things don't get changed because the perceived time to improve the situation or the amount of work perceived to change that situation is just too great. But here it's important that we always do the math and then conclude whether the return on investment is worth it. And it's generally pretty simple to do. If you lose five minutes a day to a particular task on with 20 hours of dedicated hard work , you could eliminate it. Would you do it well, probably not at five minutes a day. It would take you 12 working days to get even one hour back 20 hours. That's 240 days bad return on investment. But if you spent half a narrow day on something on five hours of work would eliminate it. Would you do it then? Well, of course you would that you would be no best rough for the first couple of weeks, but after that, it's old cream. Anyway, let's take a look at another one. 18. Time Exercise 2: Okay, guys. And welcome back exercise to the seven deadly wastes. No. You gonna find an awful lot of meat in this one again. Take the time to sit with the individual members of your team and get them to challenge. Not just them challenge. But you challenge everything that they do to see if any of the seven deadly wastes are in their processes. Now, just as a reminder that we looked at rejects in the in the last lecture. But they're actually seven of them. And you can remember them with the pneumonic worm pit. They are waiting. Overproduction rejects, motion processing, inventory and transport on. Remember to challenge everything. Rigorously. You may be amazed by what you find. Okay? I'll see you in the next lecture. 19. Modelling Exercise And Soup Questions: okay, and welcome back. This later is called Modeling Excellence on Super Questions. Now, a little while ago, I mentioned the conversations and hade with June, Kevin and Dani. You remember the one where June Kevin spent the whole morning's raising orders, but Danny was done by 10 30. That's the one. Well, I said that that raised a great question. Why is one person completing a task of full 90 minutes faster than her peers? And you should never underestimate the power of a good question. And this one is a soup question. Now, if you don't know what a soup question is in the movie. Finding Forrester. Sean Connery plays William Forrester on author, who published one great novel on, then became a recluse. Now he meets Jamal Young Savan, play by Rob Brand On Early on in their relationship, Forrester ask Jamal to stir Hiss soup, which is on the stove. Jamal asks why, and Forrester explains, that is so a skin will not form. They're Jamal is learned something he can apply to all soups and perhaps a bunch of other things, too. Now, a few moments later, Jamal last personal question. Do you ever go outside. And, Forrester explains, the object of a question is to obtain information that matters to Ash. That's my best Sean Connery impression. Now, in answering the personal question, nothing that mattered would be learned. Unlike the soup question, Great movie. If you haven't seen it, you should. So back to Delhi. My first thought that this was a little bit. My first thought was that this was perhaps a volume thing. Was Danley raising fewer orders than her peers? Now a quick check demonstrated that this was not the case. The number showed that she was routinely process in 2030% more, which in itself was interesting. So my second thought was, maybe it was complexity because different levels of spend required a different order process. But the stats across the week showed little difference in the mix between the three. So I did what I normally do when I don't understand something, I asked. I asked her if I could sit with it for 10 minutes so she could talk me through how she raised orders, which he was happy to do now. Her first step was to sort them by value. That way she could do all of her sub £100 orders First, which is one process then has sub £500 orders. A different process on finally has some £1000 orders. 1/3 process well, then made sense because chunking is a well known method to increase efficiency. So I noted that down. Now the next thing she shared with me was that we always Alice some text to purchase orders , a disclaimer of some kind. Now it was a short paragraph, which for some reason was not filled in automatically by the system may be without it. After we had the system installed or something anyway, she had this paragraph of text in a text file on her desktop. So when she began her ordering, she just opened the file, copied the paragraph to her clipboard and just hit paste on. Every order she did on this saved a happy having to type out that same thing hundreds and hundreds of times. Very clever, very efficient. I noted that, too. I figured these two things combined could be just enough to account for that difference. I had two more conversations tohave. Now, at the end, I just hit OK on the orders get emailed. She told me, That's great, Danny. Thank you. It's being interesting and I think very helpful to I said. I stood up. I thought we were done on. We were not. Can I ask you a question? She said. So I sent down again, Of course. Shoot, I said. Why do we email all the purchase orders? She asked, May know that waas an interest in question. Definite soup question. So I asked rather than And she said, rather than Faxon on posting some I'm faxing Ghaem posting. We were a decade and 1/2 into the 21st century on. We were faxing and posting, which meant we must also be printing now. Hansel M. Or so I asked June and Kevin on these were the two reasons I'll take them in order. Some of the suppliers can't accept orders by email, I was told. Now I cannot express in words how much I love statements like this, and I have a stock response for just such occasions, which I always use. Yes, always. When was that last true? Asked. Now this is a great question. Even if I do say so myself, often times something is tested, and for one reason or another, it didn't work on day. At that point in time, it is factually true that it didn't work. The problem is that it may be considered to be factually true forever, which is sometimes just not the case. Would it be factually true today? Now, at some point in the past, all of these statements were factually true. No, we tried to get a man to fly. No, look, there can't be done. It's physically impossible for a man to run a mile in four minutes. Now, would it still be factually true if you modified your approach? You can't drive from England to France. There's a whole lot of water in the way. Well, that was true until the Channel Tunnel was built on. Would it be factually true if someone else tried it? You just can't. Not Mohammed Ali down on. That was true until Henry Cooper tried it. Now there is no doubt. At some point in the early days of the Internet, not everyone did have email, but I was quite a way back. Kevin, we asked about email me when Kevin Well, me Could. We ask again. Um, Okay, so the other response waas the suppliers like us to fax or post them. I asked that we have a quick chat with those supplies and explained that we as the customer would no longer be able to fax or post orders. So if they wanted to continue trading with us, it would be Elektronik Lee in three. D. I or email. Funnily enough, they agreed. Anyway, I prime the team that down. Lee had found an excellent way for them to save a bucket full of time on make their lives easier and that she was gonna lead a bit of training to share her findings, which he did. No one was using the copy and paste Rick. So that was a win that the Chungking of orders by valued being hit, Miss. Some people did it sometimes. So that was a win to It was mostly a great success, mostly because not everyone embraced the change. Now I have 1000 ways to get someone to do what I need them to do. I'm exaggerating. I have 47 actually on. I usually start with the gentlest. I'd rather get someone thinking for themselves and come up with their own solutions? No. Sometimes I will guide people in the direction of the solution on let them take the rest of the steps themselves. Sometimes I'll tell them a story about a similar situation I've encountered, or I've heard about another well known technique in hypnosis. And this may help them draw parallels with current issue and spark a solutions, a solutions, a solution. Sometimes I just tell them this is the solution and hope that that will be enough. Now. My last resort is to be dictatorial, But sometimes when you tried the night or approaches, that's all that's left. Now, in this instance, with one person being a leader didn't work the truth. Waas that over the years that person had found ways to expand the tasks to fill the days to prevent mawr boredom. In all likelihood, the supplies didn't like having the orders faxed. They couldn't understand why we did it. But, hey, the customer's always right, right? He liked faxing orders that individual could eke at the ordering by printing off some of the orders on their spend in 20 minutes at the fax machine. He faxed orders because it helped to fill his day. Now I had to adopt the manager role for want of a better phrase and explain that this was not a request, a better solution being found, and everyone was going to work the same way. If uneven, best away was found, we would do that. But no one would be printing all faxing or posting any longer. Okay, happy thoughts. When you have multiple people doing the same role, it's always a good idea to check if anyone is out performing the others, either in speed or accuracy. If you find that this is the case, you certainly need to ask why. If they have a better way, adopted some call it modeling excellence, you could just call it copying. I think that just about covers time. So let's take a look at our second T tools. I'll see you in the next lecture 20. Time Exercise 3: Okay, guys. And welcome back exercise number three, Modeling excellence Known The last lecture. We looked at investigating teams to find out if two people who did the same job actually had different outputs. And this an incredibly useful tool. So if you have any members of your team who do in the same role, then investigate your statistics. If you're not capturing statistics, you should be. So start capturing statistics. Measure the performance of your best performance against your worst performer on, then investigate any disparity between the two outside that you will find that they have a different method of working on. When you find the method that works the best. Roll that out to the rest of the team and get them up to speed. Okay, I'll see you in the next lecture. 21. Tools: okay. And welcome to this section on tools. Second T. Now you can use a watermelon to knock a nail in, but there are better options available. Now. This section is all about finding a new, utilizing those better options. And to do that, we will exploit that thing that we've just got a bunch more off time. Full enough. When you create a little more time to think about how to improve things and then you improve them, you get even more time. It's a virtuous circle. Okay, I'll see you in the next lecture. 22. £179.99. Or, The Cost Of Solving A Ten Year Old Problem: Ah, 179 99 or the cost of solving a 10 year old problem. Now in one sales and distribution organization, my team and I were in a remote building head officers 500 yards up the road. There were constant issues caused by delays in getting stocks that had arrived into the business, booked into the system fast enough. So the week has satisfied the sales orders and get them at the door again. Now. Customers were gained orders late. Sometimes you couldn't find the income deliveries on. We went through a whole chasing exercise, only to be told by the supplier that we'd actually signed for the package three weeks ago. It was not good. Now, over over the years, in order to address the issue, the various managers of the receiving team had tried the old fashioned way. Throw more people. The problem great for a short term fix, but it doesn't really solve the underlying problem, does it? Now, Dummy, who we met earlier, had demonstrated that great quality creativity. So I asked her if she would like to choose one of her peers a meet up with aware have seen to see if we could assist. Remember, Danny gave us that extra three hours a day across the two people. So she agreed and had a chat with June, who has also roped into the project team. Now, less than three minutes minutes later, I walked into our general office to see Danny June and one of the wearer's team deep in conversation. But, well, that was quick eyes great when people chomping at the bit to make things better when the warehouse guy had left daily in June came into my office and they said, Do you mind if we go to the main building after lunch? We want to see what's happening for ourselves. Last great idea. I think the Japanese philosophy go to the problem because you cannot all may solve a problem sitting behind your desk. I didn't see them for the rest of the day. Now the following Mormon. The two of them were sitting in my office waiting for me. This was either going to be very good. It was going to be very bad. It was very good. They were very excited. Go on, then. What happened? I asked. They proceeded to tell me that the goods in was a mess. There were boxes on pallets everywhere on it looked like it was all down to a time mismatch . Now, as the business was a fast turnaround business, we frequently ordered from some of the wholesalers twice a day. We ordered at night for delivery to us the following day, about 10 a.m. And then we ordered by one PM for delivery to us that afternoon by 3 p.m. The goods receiving process was to perform a three way check on all the deliveries. We can't and check the physical stock. We match that against what's on the delivery note. We match that against what's on the purchase order. If we get a three way match, the stock is booked in and it goes on the shells ready to sell straightforward enough. There are boxes everywhere. When a new delivery comes in half the time, they don't have anywhere to put it, so they just shove it a penile until they can clear more room. But that means that they can't get a forklift truck into the aisle anymore to bring the palate stand. So the end move in all of the boxes after the way, using the four cliff to get what they want and then put in all the boxes back in the aisle , hopefully keeping the consignment altogether. But the deliveries Congar split, so she have four out of five boxes in Isle de the Fifth, maybe somewhere else. They've got stuff down there. From a month ago, they told me I was waiting for a happy ending. It turns out they think it's our fault that wasn't happy. And then I was looking for now, in my experience, people rarely fail. Most people don't go to work to do a bad job. People don't fail. Processes fail. One of my old bosses, Keith Real name, taught me that. Andi. I was really hoping that this was going to be a process failure, so I had to know, Why do they think it's our fault? Well, when the driver turns up with a delivery, they count off the boxes and sign his notes. If it's right next, they find the delivery notes and they look for the purchase order number. They noted down, and they go to their purchase order file Pullard the purchase order and then go back to the delivery and start the check. The problems start when they haven't got the purchase order in the file. They can't check without it so that delivery gets pushed out of the way and they move on to the next and start again. If they always had the purchase order, they could check the first time around and get the stock books on onto the shelves. That's why Ash comes down twice a day now, rather than just once. You can just tell when someone has had an epiphany. Anyway, we realized that we print the purchase orders for them, which ash comes down for twice a day. But if we raise one after he's bean on, the driver arrives before ash comes down again. They don't have a purchase order to check against because it's in our pile down here. Well, they had arrived at a soup question. Why didn't they print the orders themselves on the answer Waas. They don't have a printer they asked a few years ago, but no one would sign it off. But if they had a printer, they could print off the order as soon as we'd raised it on. There is No way a driver can get here faster than that. So they'd always be able to get it and check first time. Now, I don't live for moments like this. This was great work, so I asked them to price it up. And then I called the head of I T. And they asked him if he could spare five minutes for two of my team on dash from the other department toe. Have a quick chat now. We already knew that the purchase order. The purchase had been rejected in the past. But it's all about presentation if you want. Yes, then ask the question in such a way that yes is the only possible answer. So the three of them visited Martic, the head of I T, and they asked the question Beauty beautifully. They said, Would you like to solve a 10 year old problem for 179? 99? And he did. There was a backlog declare, but there was light on that light was created by getting the right people together and talking on getting out of their way and letting them shine. Within a few weeks, we were all caught up deliveries with process quickly, stock was on the shelves for our customers to buy. No one was having to chase delivers anymore unless they really haven't turned up. And we had a better working relationship with one of our internal customers. Such was the effect of that change that a lot of the businesses KP eyes key performance indicators were improving rapidly on that caught the attention of the executive board. In my monthly reports of them, I explained that Danny June and Ash had taken this project on of their own accord and came up with a solution. But it could cost the business 179 99. The three of them were thanked personally by the board, and we had some new superstars in the making. Remember, it's not about you, it's about Then I'll see you in the next lecture 23. Tools Exercise 1: Okay, guys, and welcome back. This is your first exercise in the tools section upstream and downstream problems. Now it could be that a problem exists within your department that you are completely oblivious to, but it is affecting someone else somewhere in the business, either upstream of your process or downstream. On that, the opposite is also true. It could be that someone else's happily working away, but it's causing you an issue that they are just not aware of. So here's what to do. Nominate a couple of your team to go and engage with wider business, particularly if you have something that's causing you a problem. Engage with the department that is causing you a problem and work with them to resolve it. Now it's often the case that people who do the job day in, day out I cannot see what the issue is. But a fresh pair of eyes that is a paradise from another department often can woods for the trees. Okay, I'll see you in the next lecture 24. Mission Mundane. Or, I Can't Not Look: do, do, do, do, do, do do do Okay, that really isn't single. It's more humming any mission mundane or I can't not look now. In the last lecture, we looked at a failing process and hereby put in the people with the operational knowledge and some spark of creativity. Together, the process was fixed and everyone's life became a lot less stressful, and it didn't require £5 million investment to do it. Now the next story is an equally cheap fix and completely removed the possibility of missing something critical on dim Porton. Now, when you buy capital equipment, there is a whole process approval required before you go to market. If you bypass that first step, that approval, you can end up doing a whole lot of work, which may end up going in the bin because it turns out that no one is going to approve the project anyway. And there's an important lesson there. Do the work, you know you have to do rather than spend your time doing the work that you may never need to do. Anyway. I digress. No. In one organization that I worked in, there was a list of potential capital projects, all vying for a very limited pot of money. Now, the decision on which projects were allocated budgets to go ahead was taken by an executive board. The Lester's held on a shared Excel spreadsheet I Love Excel on a shared server. So when a project got the green light, the status of that particular line was changed to approved on. That was when my team leapt into action if they remembered to go and have a look, so these approvals could happen at any time. But that requires some form of communication to say, Hey, you have a green light, Go do your thing. The problem was that sometimes people would remember to do this on. My team sprang into action, and sometimes they wouldn't on. We were sitting and doing other things all the time, the clock, and started taking. Now we have the solution. Twice a day, we would open this Excel file, and we will check if any new projects have Bean added or approved. And this worked well, as long as you remember to look. If nothing changes for weeks, you can think you know what? I'll just check once a day and eventually this can become. I'll check every other day and before you know where you are, you've stopped checking all together. And Nigel and I were talking about this very problem when he suggested it would be much more helpful if the exact board would just remember to Pincus an email. If there were any changes in elegant solution, then we would never miss one, and we'd get busy immediately, given us a better chance to deliver on time. That's a great idea. But as greatest people are, you cannot always depend on them to remember to send you an email. And let's be honest. Not all board members are receptive to the little guy banging on their door. Insane. Will you please remember to send me an email when you've approved something? It could be very career limited then, as I say, people aren't great at this. But do you know what does this kind of thing really well, computers They never forget. They never get distracted by something else that they have to do or by someone walking into their office will buy cream cakes. That could just be me. They never have to go to meet in they never have to leave early to pick the kids up. Computers are great at this kind of thing. So I said Start of this section that the one thing that people are great at is being creative. Now I'm a firm believer that if something can be automated, you automate it. Computers are better than humans at this kind of things. They're faster, they're more reliable, and they're cheaper. To create a team of superstar performers, you must get computers doing computer stuff, which is a word on free your people so that they can do what only they can. Now I have a background in programming. Actually, I have a background in an awful lot of things. Not because I'm particularly clever, but I am particularly late. A little, a little. But I am particularly lazing on. I discovered long ago that investing a little time now to teach a computer to do something that I was doing would make my life a whole lot easier. And this was one of those times I asked Nigel, show me the file, which he duly opened. I asked what it was that he looked at to determine if we had the call to action. And he said he made a note of how many lines that were, which kept on a post it note on his monitor stand, and if it increased, he knew that something had been added. He also counted how many lines had the status off approved, which you also kept on a post it note. And if that number increased, something new. Had Bean approved, it was manual, but it was effective. Now Excel gets a bad rap. You can't run a business offer. Spreadsheets have been told that so many times, and I normally answer well. That depends on the spreadsheet Excel. In fact, the whole office suite are incredibly powerful. They are greater standalone applications. But when you learn that you can have the individual elements talk to each other and do stuff all by themselves, it comes into its own. Now, lovey users are quite happy to add columns of numbers, generate reports, put together presentations and send e mails. But if you can describe those processes using logic and maths, the computer re stuff the office weaken. Do all of that work for you on the two best bits. Almost every business in the world already has thumb, and it's so easy to learn how to make them work for you. If you do have an interest in this, check out my Excel. Rains of Make Cell range, of course, is the special discount offer at the end of this course could be the best investment you ever make. That's my sales pitch over. Okay, So back to Nigel, Using a bit of VB, a visual basic for applications, the language that enables all of the office applications to talk to each other. We set about automating the process. Now the mechanics of this covered in that V B A course Excel essentials Level three V B A or the Complete Excel course. Okay, cell speech over again his what we did. We live a second hidden sheet to the spreadsheet on. We added account formula on the second sheet to count the lines in the first sheet. Onda count if formula to count the number of cells in the second column. If they had the status off approved, we wrote some code that executed whenever the word book was opened that I lived the current camps on the count. If to the second sheet, we wrote some code that executed before the work but closed that alley. A new can't on a new count if two next to the ones we just recorded. When it was opened, we wrote some code a logical test to say that if the first count matched the second count on and the first count if matched the second count. If that is when we open the file. We had X number of lines when we closed the file. We have exactly the same number of lines, and when we open the file we had X number of approved lines on. We still have the same number of approved lines. Just go ahead and close the file. But if either of those two tests did not match, that means something was new, was added or something new was approved. Then send an email to my team's general email address, which is monitored by everyone saying changes have been made to the capitalist. Now, those important people on the exact board never had to remember to email us again as technology. Very simple existing technology would do that for them with without them having to do a thing. We didn't even spend any money because we already had everything. We needed just 50 minutes on a bit of code. We always read our emails, so there was no chance that we could have a miss one again. And when she shows someone something like this is possible, there's a paradigm shift on. That's what I want to achieve. I love it when we get to this point that people are saying, Wow, if it can do that, can do this And the answer is usually yes, and that's when the snowball starts to roll. Okay, I'll see you in the next lecture. 25. Tools Exercise 2: Okay, guys. And welcome back to your second exercise in the tool sanction. This one is all about automation. This is often times a really easy win. Again. Work with the individual members of your team to see if there is anything that they are doing that can be automated. Generally, anything that involves a PC, it's a prime target for these kinds of tax tasks. Now, if you don't have these skills in your department, already recruit the expertise of your I T department and hopefully they have someone that you can use. Alternatively, you could offer this as a development opportunity toe one of your team, get them on a course that would teach them these skills. And when she realized what can be done, you'll find a lot more things that can be done. And remember to check out the last lecture of this course because you can get a great discount on my Excel range of courses, which include automation. Okay, I'll see you in the next lecture 26. That's What I Expected To See...: That's what I expected to see. Okay on. Welcome back Now, I said a little earlier that people don't fail processes found on. That's true, But people are fallible, no matter how good they are, no matter how much money you pay them or how many letters they may have after their names. Humans are prone to making mistakes from time to time. Now, in the bad old days, the solution would have bean toe Add a checking function could, because when you get two sets of eyes on the job, the chances of errors finding their way to your customer reduced, not eliminated, but reduced. But this gives us two problems. One old problem. What if the checker also makes a mistake on a new problem? You've just doubled your labor cost, so that's one a solution. But wouldn't it be better to gear things to make it almost impossible for humans to make the era in the first place? Now, in the field of lean manufacturing, which we took Sean a little earlier, it has a term for this is called Pokey Yoki Poki. Yoki is from the Japanese poker, meaning mistakes and your kettle meaning avoid and As the name suggests, it's all about avoiding mistakes. If you look, he will find examples of pokey Okay, all around you. You'll be using them every day, and you may never have noticed in here. If you microwave ovens, they will not operate. If the door is open, overflows that little hole near the top of your sink that stops you from having a flood washing machines. Washing machines will not start if the door is open and the door will not open until the cycle stops on your computer. USB plugs they will only go into the socket one way. Okay, now I always cover this from my teams. Wherever there is a process, and that's just about everywhere. Test the process for failure points. And if there is any ambiguity, any chance for failure? Change your process. Give yourself every chance of succeeding. And here's a really simple solution to a quality issue that had persisted within one business since day one. Now this business old products within revolutionary there. Then they sold thousands in small quantities and a few lines in volume on the problems in the volume lines. Now, when the order pickers had a variety of items to pick the error rate was very low because the nature of looking at a bunch of different things makes it less likely to make a mistake . I'll give you a real life example. Now most of us go shopping. A lot of us will take a shopping list with us if we have more than a few items to buy. So let's imagine we're going to buy furniture, polish, strawberries, nappies and a tin of soup. Unusual shopping list. But that's a shopping list, so we take our list. We go toe out the appropriate area of store and we drop the items in their basket and we're done. We wouldn't accidentally pick up a collie flower in place of the strawberries because they look different. We know what strawberries look like, so our senses will guide us to them. If we accidentally picked up a collie flower, we would notice. But what if you wanted to buy tangerines or Clementine's or clementines? Not sure who claims that you know those oranges now generally in a supermarket, all orange type products are grouped together for convenience, so you will have both tangerines and clementines right next to each other, and they look pretty much alike that when you get there, you're aware of this. So you pay particular attention to the labeling. You take the time to read it and you pick the right one result. But could you get that right twice a day? Yeah, you probably could 10 times a day, pretty much if you to do 2000 times a day now. His a curious thing that happens with humans. If we repeated activity like this enough, we can see what we expect to see, even if it's not. After two hours of picking both, I may well pick up my shopping list. See that I want tangerines. Pickup clementines, read the label inside. They're tangerines on. This is the exact problem we had with the volume lines. That packaging was almost identical. One said Product A on one said Product B B two characters difference. Now imagine if you're picking a on BBC's all day, any chance that you could ever make a mistake and get them mixed up? Of course, there is no as these were volume lines that is resold thousands of them every day rather than just put in a box of A's and the box of bee bees on the bench and expect all the pictures to select the right one every single time. We changed the way the orders were sorted. Previously, they were printed out and distributed as the orders were raced by the boys and girls in the sales team. So a mix of both, but we didn't have the option to print byproduct. So all the A's all the A orders would print, and then all the B B orders would print. All we needed to do was then give the A orders to the A team and ensure that only boxes of a product went to their benches. A white only other end of the assembly line 50 yards away. The B B team would only receive B B orders on B B product. Never. He only had two checks. Did the B B team get the BB orders? And did the B B team get the BB stuck on the same for the A? Get that right and it's almost impossible to get it wrong. They're not only did we eliminate the errors and therefore the customer complaints, we actually increased output because the pickers did not have to stop and check every individual pick note to see if the customer wanted A or B B. After that initial check. When the PIC notes and the stock arrived, they went on autopilot. What? We're talking about this kind of thing. I'll give you another perfect example I saw in the station re industry when I was on the facility tour of a wholesaler Pens. They sold millions of pens. Aysal cases of pence boxes depends on they sold pens individually. Now the cases and boxes were picked by an automated system, which was very cool. But if a customer only wanted a couple, though still picked by hand, no originally, all pens, the red pens, the blue pants, agreeing pens in the black were all stored next to each other, just like the oranges in our supermarket. But if you're picking hundreds of day, you could easily pick the wrong color on. This is what they did. They It was a stroke of genius. They stored each of the four colors in totally separate locations, which meant you couldn't accidentally put your hand in the blue pen box when you actually wanted a black pen. How clever is that? So every proofing is a valuable tool, and there will be many opportunities where you can utilize it to make things better. Now we've covered time and tools. Let's have a look in our 30 talent. I'll see you in the next lecture. 27. Tools Exercise 3: Okay, guys. And welcome back to exercise Three of the tools section poke Yoki. Now, in the last lecture, we had a look at some of the elements, or at least one of the elements of lean manufacturing Poke Yogi or era proof in. Now, if something goes wrong more than once, the chances are there's an opportunity to air. Approve it, and it's a great team activity. Get them all in spelling out the issue and indulge in some wild and crazy brainstorming. Now, often times. It's a common sense solution that is the right answer to any problem. But at least by getting all those ideas out into the open, it can spark that common sense idea. Remember the common sense? Not back coming. Okay, I'll see you in the next lecture. 28. Talent: talent. Okay, guys. And welcome back. Now, if if I have to pick a favorite, this is it. This is what humans have. The computers don't talent. And I will use every tool in my toolbox to access this quality in my team reach of our own individual unique style, our own experiences and with the right coach in the right environment, you can get an explosion of creativity and you'll remember that I define creativity literally. No. My experience, the one thing that stifles creativity and innovation molten and near the factor is apathy. And it can come about for any number of reasons, but it can be reversed now. The problem with problems is that people just kind of get used to them if their experiences that they don't have any power to do anything about them and no one listens when they mention them. Anyway, why bother? So when I encountered the situation, I have another stop question, a soup question which I used to help people get to an even better question. And here's my question. If you were to start this business today, would you do it the way you're doing it now? Now, almost all of the times I have asked this question, and that's a lot of times I get the response that I want. Occasionally I'll get the other responsible. I'll come back to that later. No, using one question to stimulate another is a technique that's going around for a couple of 1000 years. Now. A really clever fellow came up with the concept. His name was Socrates. Now Socrates believe that people already have the answer. They are looking for on that by asking the right questions, those anuses will be drawn forth. Now there's a whole teaching method based on this called the Socratic method after the great man himself. And I'm a big believer in the Socratic method. Okay, where was like right? If you were to start this business today, would you do it the way you're doing it Now? Now, the answer to this question is normally no and no is the best possible answer, because that gets us to that even better question. If I didn't do this way, what? Which way would I do it on? What this second question gives us is an incredibly powerful tool. Possibility on with possibility comes hope and I know you remember what Napoleon said. A leader is a dealer in hope. So if we didn't do it this way, how would we do it? We've stimulated thought. We've opened our minds to the possibility that things could be done differently. Better even. No, we're coming up with ideas, and that gets us halfway to where we need to bay now. I mentioned earlier that ideas are 10 a penny. Everyone has ideas. The difference between the regular and the great is that the great do something with them. They take action. They turn those ideas into reality. They create Okay, so if they contend those ideas into reality themselves, then that's fantastic. But sometimes we need either the help of others or it's more expeditious toe. Let others help us. Either option gets us the rest of the way. Now it's worth taking a minute to explore that a little further, as there's an important distinction heading in there, even though some individuals have a certain flair for something or the process possessive particular skill set. I always encourage people to become multi skilled, that we can be quicker and easier to always give the math problem to the mass guru or the people problem to the people person or the process problem to the process person. It denies us a great learning opportunity, and I find it's better to encourage people to develop some level of skill in AZM any disciplines, as they're interested in learning about. There's a very good reason for that. It's the first law of cybernetics on one of the presuppositions of NLP, and it goes like this. The person with the most flexibility of behavior will control the system Now. Put another way, if you have a single skill and you only have one tool in your toolbox, great. If the job at hand requires that tool, not so good if it needs a different tool. Now the more skills you have, the more tools you have at your disposal on them or tools you have, The more situations you can adapt to, the greater your flexibility on the person with the greatest flexibility will always prevail. And that's when I want. I want a team that will prevail now, with each new skill that your team acquire, they become more potent, more rounded, more capable, more redoubtable, both individually and as a collective, and that's a beautiful thing to see both for me and for them. Now here's the thing. Once they can take that that first step and come up with an idea and make it riel, change something for the better. Get that sale, negotiate that deal. Whatever it ISS, they realize that they have something of value to contribute on that they have. All of a sudden they are not perilous to affect what they do and how they do it. They can achieve. They can make a difference. They have influence. They are important. They have value and never underestimate the power of inclusion and achievement as motivators. So talent. In the next few lectures, we're gonna take a look at a few simple ways to develop talent and help your team become superstars that they can be. OK, I'll see you in the next lecture. 29. Planes And Peer Brains: planes and peer brains. Okay, I'm welcome back. There were many professions. There are formal qualifications that you can take, and sometimes they are essential, but sometimes less so. Whichever your team took to get to where they are is fine, but it never hurts to tap into the pier brain they're in. The aviation industry has the most efficient, all inclusive system. I have heard for communicating new learnings amongst its peers. Wherever there is an accident on the investigators called in whatever they find, the cause of the accident to be is immediately communicated to every airline in the world. So that particular reason for an accident should never re occur. Now, I have used this method for a number of years at organizational level, particularly when you have a team of people doing the same job. I first learned of it in the automotive industry at a time when steel prices were going through the roof. China just started manufacturing cars. So the world demand on steel increased sharply on when demand is greater than supply prices go up Now. This was public knowledge. It was in the papers. It was on TV. No one could deny that this was a legitimate issue and every supplier was approaching us, telling us that our prices had to go up because the cost of raw materials have gone up and we all knew it. Now. The organization I worked in, who manufactured cars had 70 plus buyers and senior by us all getting similar demands from their supplies. Steel is up 20%. I can't remember the actual number was, so we need to raise our prices by 20%. It's not our fault. Everyone is in the same boat. It's on TV, so it sounds reasonable on the surface, but some less experience. Buyers had already accepted the increase, but when the cost of production increases, someone has to pay for it. Now you can either pass that on to your customer. And generally customers don't like to pay more for something, or you can take a hit on your profit on. Generally, businesses don't like to make a loss in profits. A simple version, so no on experience by over know that if this price of steel increases by 20% the only way your price should increase by 20% is if you are buying steel So if you're buying something made of steel, it's only the cost of the steel element that that costs more, not the entire cost of the item. So if we were buying gadgets for $10 Onda, the cost of that was $5 in steel and $5 in everything else. Production, distribution, sales, marketing support, staff profits, all that sort of stuff, then the 20% should only apply to the $5 spent on steel. The cost of the marketing team didn't go up by 20% because they're not made of steel. So as most tenders that we use detailed hair, the suppliers costs were made up something that we asked for. We could easily see what portion of the total cost was in raw materials still in this instance. And from there we could calculate what the actual effect of the increase really Waas procurement 101 Okay, so in this organization we had an online info share system just like the aviation industry , where useful bits of information like this were immediately cascaded by email to the whole of the company. On that way, if someone had a great idea, everyone could immediately utilize it in that own work. Okay, Now, you don't need a sophisticated system to do this just une email and someone who can coordinate received the information in from individuals and cascaded out again to everyone . Simple and effective. Now I put a partly automated version that my next company for the estates managers, we had a few 100 properties all over the country. They just filled in a template with their great idea and email it to the bosses. Assistance on those templates populated a weekly digest with a summary on the link to the main article, which we stored on a shared server, which was then emailed out on every Friday afternoon. Now, sure, it took an extra five minutes a week, but the benefits of tapping into the pier brain were enormous. Technically, you could consider that at all, but it's a great one to share talent. Okay, I'll see you in the next lecture. 30. Talent Exercise 1: Okay, guys. And welcome back to the first exercise in the talent section Info share. In the last lecture, we had a look at info share. And I cannot stress this strongly enough. If you are not doing this already started today. Now, if you can automate it, that's absolutely fantastic. If you can't automate it yet and you have some admin support within your team, make it part of their role. If you can do neither immediately, then nominate someone in your team who can coordinate this activity for you. But one way or another, make sure that you get it done because the dividends are amazing. Okay, I'll see you in the next lecture. 31. Where Are My Trousers?: Where are my trousers? Okay, cash in my mac allele. Do you remember when I told you about the capitalist, the one where we had an email that sent automatically if there were any changes while this next one began with that? Now I like to keep in touch to my team, and sometimes I sit in the same office with them. Bribe would prefer not to. I find it's easier to have my own office as it avoids having to find somewhere to go. If you need to have a meeting or a private discussion, just close the door and you're there. Where was it anyway? So, yes, I like to keep in touch with my team. Now. I will normally have chats with each member of my team every day. But I also like together, all in a room, at least once every week or two routinely. But if something good has happened or we have an urgent problem to solve, we do it as often as possible. So it was on just such an occasion when asked Nigel to talk the team through the capitalist process. The auto email in one. Now this serves two purposes. It puts Nigel in the limelight to showcase his achievements, and it also put some new information in the team brain on. That could be just the catalyst that someone needs to join some dots together on this is what I mean about creativity. Okay, so Ive said that she'd had a guy on the phone this morning asked him where his trousers where seriously in process terms, he had raised a requisition for some new work trousers. It was approved by his line manager on a purchase order of being raised, but that was a week ago, and he still hadn't received his Travis's. It makes you wonder what the guy was walking around, and anyway, something was not working as it should. I asked Eve how that could happen, and she explained that the system Batch two orders on an email routine sent them four times a day. Sometimes a couple maybe missed so she would have to intervene manually. An e mail email those orders individually. I asked how she did that, and she proceeded to tell me on the group. Four times a day. She will receive a system email listing the orders that had Beem sent successfully court. Then four times a day, she would copy those order numbers into her spreadsheets. She would open the file containing all the purchase orders that should have Bean sent. She entered all the new numbers from that file into a spreadsheet to check that the orders in the folder had a corresponding entry from the successfully sent email. If so, great if not, they're the ones that she has to resend manually. Simple. Now one of my favorite quotes is by William Blake, and William Blake said a man's desires are limited by his perceptions. He cannot desire what he has not yet perceived, and that was the case here. This is how ive applied her creativity. She noted that it was possible to automatically have Excel send an email from Outlook based on a test, something she didn't know before. New information. Now she used that information to come up with an interesting question. If you can make code write an email, can you make it? Read one? She asked. Now she thought of something that I had never even considered. In all the years that I've been doing this, she joined together some dots that I have never seen. I have written dozens of auto email routines based on data in spreadsheets over the years, but I've never come across the problem that would need to do the reverse to read an email and then do something. No, I had a question. Are the system generated emails all the same? Except for the order numbers, that is, Is there something common I can look for in the mall now? The thing with coding is that if you can apply a set of rules, you can code it even multiple rules. You can code. But if it came to decipher in an email from a human and interpreting that the rules of grammar expression terminology, it would just be too complicated for the benefit that we could game, she said. They were, uh I don't know. I told that, but I would find out. So I googled around a bit knife and that it could be done. I sat with Eve and we weren't there. What those rules where we scan the inbox for e mails with a specific title from a specific sender, the system email. If number found, the code ended. If we found such an email. We would read the text and we would copy everything between. The words were successfully sent Andi before the words this email was generated by and that's in between. There was where the order numbers lived. We would open the Excel file automatically, go to the correct sheet, go to the end of the ranging column A and paste our order numbers in there. We would get the order numbers from the order folder if they didn't appear in column B already. That is everything that is new now for each order for each order number in column B, we would check for a match in column A. The successfully sent orders, if matched, moved in the next. If not highlight that cell in column B because that is what we need. Toe action. Repeat until the end. Okay, so once the code have been added, that process executed in under four seconds. Now doing it manually took 20 minutes and remember that was four times a day. So that's almost now on 20 minutes, freed to do even more creative things. Now, a week later, he presented this innovation to the team on a frenzy of of the things that we could automate Institute. Now I love it when people get excited now. Part of Eve's role was to train the wider business in the use of our system, something she struggled to find the time to do successfully in the last year or so. But as this process was now automated, she could no do this with having to get back and check if borders had bean sent successfully. At last, we were delivering on our training promise. Okay, I'll see you in the next lecture. 32. Talent Exercise 2: Okay, guys. And welcome back. This is your second exercise in the talent section, and it's about limelight on more ideas. Now, if you're not meeting with your team on a regular basis, start now. This is something you should do is a matter of course. And not only to share what's going on within your department, but also what's going on in the wider business. Now. The added bonus of this is that you also have a captive audience and you can use that to showcase anything. And I mean anything that has been improved. Now, don't hug the spotlight. If something has gone well, no one wants to sit there and see the boss take the credit for it. Whoever did the project, whoever came up with the idea whoever implemented a solution or an improvement, let them talk about how they came up with the idea. Have they improved the process? What, when? Well, what They could perhaps do better next time. Let them show off a little. This could be just the catalyst. You need to spark the next little or big idea. Okay, I'll see you in the next lecture. 33. What Would Jesus Do?: what would Jesus do? Okay, I stole that line straight out of the movie Transformers, but it's so much more than a throwaway line from a thoroughly entertaining movie. Now I am all for on the job training. In fact, I've learned something from almost everyone I've ever worked with. And I don't just mean the managers I've worked for. I mean, everyone who's worked for me, too. Now we kind of took some this a little earlier with Danny and the order processing, but it can be played elsewhere, too. Now. Ah, lot of roles features some element of human interaction. Salespeople, custom services, procurement. There are lots of them. But have you ever noticed how some people just seem to have a gift when it comes to dealing with others again and the result that they want now? I wouldn't sat in on a sales meeting, and it was one of the most enlightening experiences I've ever had. The director led the session and displayed on a graph that was projected onto a huge wall. But the sales figures for the whole of the sales team of about 15 people that the graph showed that 12 people had made no sales. Two of them have made a couple of sales, but one guy had sold thousands. Never. That was interesting. Now the objective was to sell our services to deliver a particular item that a year or so ago had received some bad press. It was mistakenly thought to be on the safe, but this had long since proven to not be the case at all. And over the last three months, air sales team on a drive, and between them they had visited every customer in the country. But only one guy was selling. Now, immediately the room, the room erupted. No one's buying, they said. No one wants to use its, they lamented. Everyone thinks it's unsafe. The complaints just went on, and then the results on the wall showed that statistically they appear to be right. But that one anomaly that outlier booked the trend. Clearly, this was only true in almost all of the country, but none in that little patch looked after by a star sales guy. They're one of the zero sales salesman leapt to his own defense, and he said, I had a meeting with Bob Jones. I told him, bump I know this. I got some bad press a while back because someone claimed it was in a safe. But that's all behind us now. It's perfectly safe. It's proven you have nothing to worry about. But I couldn't convince him. The guy doesn't wanted by right off the back of that another, another zero seller chipped in. Tell me about it. I have the same conversation with Emily Worthington down south. Emily, I said, I know what you're thinking. You don't want to buy this because it's not safe. Rice will just look at all this research that I have with me pages and pages of reports proving how safe it is scientific proof. No one can argue with that, but she was having none of it. Now. Almost everyone agreed that the reason no one was buying was that they just couldn't get over that initial story that the product was unsafe. Our star salesman was just looking at everyone in complete disbelief on the director asked . How is it that you sold so many, Chris? Now that's a soup question. Well, I met Ian Anderson first. We got a coffee and asked him what the problem Waas Why wasn't buying this product, he told me, was really struggling to find enough fitters to go out and do the installations. There's a shortage of fitters in his in his area s, so there's no point in buying something that he couldn't sell. So I explained how we offered this fitting service. Sure, it would cost a lot more than using his own guys. But the property would make on the item itself, would more than cover that he bought 500 we got some extra work for our fitters, which we make a profit on. Nice. I thought. So we went on the following morning. I had a meeting with the Lane Greer. I told her we were now stuck in this item on. Asked why she hadn't placed an order yet, and she said that she had plenty of fitters. But 30 day payment terms that we offer. It means that she couldn't turn a profit fast enough to pay us without squeezing her cash flow. I asked if we extended it to 45 days, if that would help, and she said, No. But if you can give me 60 days credit, then I wouldn't have a problem. And she bought 502. I was really starting to enjoy this anyway. I went to Chris, continued. I went to Sam Johnson in the afternoon. You know, Sam, he's got that little shop near the river. Anyway, I said, Sam, everyone is stuck in these Now. How come you have in order any from us and put them where? Chris, You know how small my places I can't stall thousands. I'd be looking if I could hold 20. Now. I asked him if we could deliver them tentative time that would solve its storage issue, and he agreed that it would. No, he didn't want to take the extra delivery cost. So we agreed to reduce rate for delivery. Palau fans air in that area every week. Anyway, on we would make far more than that on the item. He was happy and he placed his order the following day. Everyone in the room was getting uncomfortable. So how did you get around the safety issue, Chris? One of the master? What safety issue? There isn't a safety issue. These guys know their industry. They read the trade magazines. Everyone knows there's no issue. I just asked them to tell me their problem, and then I offered to solve it for them on what Chris had done. That no one else thought off was to find out what his customer problem Waas before offering a solution. What everyone else did by reminding their customers of that initial scare, was to plant the seed of doubt. And they gave them the reason not to buy anyway. We left it a month, and then we started a campaign off solving the customer's problem, and that went very well. Now I shamelessly stole this idea in a monthly team review meetings. I always have each member of the team tell the story of how they achieved what they achieved, what worked, well, what didn't work so well. We'll head. They modified their approach together a better result, and people love to talk about themselves. And if anyone in the room can learn something from their experience, what's time worth taken on? The added bonus is that it can turn into a friendly camaraderie between the team members. So if you've got 25,000 this month, I'm going to get 30,000 next month on on it goes So if you have someone who is exceptional in your team, let them tell the story. Have other member Shadow them. You can learn a lot just by observing now. I learned a lot from one of my early managers built. That's his real name Now. Bill never lost his temper or raised his voice. In all the years that I knew him, he always found a different way. And when I am faced with similar situations, I asked myself, What would building? Okay, I'll see you in the next lecture. 34. Talent Exercise 3: Okay, guys, I'm welcome back. This is your third exercise in the talent section. What would pick your own hero do if you can't come up with a solution by yourself, become someone else. Now, I know it sounds a bit strange, but many times I've sent members of my team to meet in in my stead and they've come back and then explained what they've agreed. And they've said that's what you would have done. And they've been absolutely rice. If you have a leader or a mental or someone that you look up to someone that you know reasonably well either personally or by reputation, ask yourself what they would do. This breaks you out of your own thought processes and allows you to access different ones. I know it sounds a little strange. Betrayed. You will be amazed at the results. OK, I'll see you in the next lecture. 35. The Three T's Summary: three t summary. Okay, there it is. My three teas, model time, tools and talent. I've used this over many years, and I have seen some amazing transformations, both in businesses and individuals alike. I actually have hundreds and hundreds of these stories, but in one organization I was brought in to transfer transform, an underperforming procurement team. This team were in trouble. They cost more to keep than they actually delivered. In the preceding year, they're delivered 90,000 in savings over three deals between the six of them on. They'd been working the same way for years. But by applying this model, that team went on to deliver over a 1,000,000 in savings every year for the next five years , covering some 1007 deals in total, which is a few more than the three they did before. Not only that, they produced over 130 documented process improvements. That's one every 10.5 days. That has that for innovation now in a different organization. The time that we had freed afforded us the opportunity to meet more suppliers and get a better handle on what was going on in the marketplace. There one conversation alone save that organization £130,000 because the supply at new of a new government subsidy that we could access, that we were just not aware off. And it's amazing what happens when you have the time to let the people who know a market well tell you all about it. And in another organization, I use this model to re map which team members perform which tasks and how now. At the beginning, we had three of the team members who absolutely hated their jobs, and they were frequently absent from work with stress. And within three months, the absence in that team had dropped to below. The organizational average on the team were delivering better results than ever, and they were actually enjoying themselves. Now, probably one of the nicest thing that's ever happened to me. I once met the partner of one young man who thanked me for whatever I had done to him. She said that it seems when every day, every day, when he got up, he hated going toe work, and he constantly talked about quitting. Now he caught the earlier bus to work, and he spent half of the night telling her vent all the great things that he'd done that day to make things better. That guy has since been promoted a few times. Okay, I love my job. I'll see you in the next lecture. 36. Intro To Section 3: Okay, guys, Um, welcome to Section three. Now in this section going to look at some every day and not so everyday situations. We'll discuss getting great staff in and the interview process I've used successfully over the years. We'll go over a very simple thing you can do to ensure that their arrival is a smoothest possible pleasurable. Even we'll take a look at motivation and the most powerful and practical ways to drive your teams to success. Then we're gonna learn about meetings, the reasons for having them and who you need there and even if you should or shouldn't attend on. Finally, I want to tell you about a couple of big things that I learned from two of my former managers. One good one bad. And then we'll wrap the session up with what to do with people who need toe exit business. Okay, enjoy. And I'll see you in the next election. 37. Getting Them In - Interviews: Okay, Um, welcome back. Getting them in interviews now, interviews convey a stressful event not only for the person being interviewed. The person doing the interview is also under some pressure to fill a vacancy with the right person. Now, I know there are hundreds of books to teach your hair to do a great interview, but for what it's worth, here's my take on it. Unless er is an overwhelming reason for a formal interview process, you should conduct your interviews informally. Now, I don't mean put your feet up on the desk while sipping a mojito. Just realize that the person opposite you re human. And though you may have seen their CV, you know nothing about them as individuals or anything about their situation. They could be feeling incredibly stressed on. When people are stressed, you're not going to get the best out of them. No, I was was preparing for an interview for a bunch of people for a role that I needed to fill in. A manufacturing company on policy dictated that a representative from the human resource is department, sat in on every interview so that half now, before the first candidate was used to arrive. Julie, the HR rep and I entered the room where the interviews were due to take place. And then there was a square desk and four chairs. There were only going to be the three of us, so I moved to spare chair into another room. I came back on. We had two chairs on one side of the desk and one opposite. I moved the one of the two to the side of the table, so we had three sides with the chair on one without. What do you doing? Julie said. I'm arranging the chairs. You must sit opposite the candidate. I don't think so. I like to city the beside or adjacent to them. It makes them feel more comfortable. It's not the Army, you know. It's an interview. They shouldn't feel comfortable. Wow, we had a fundamental difference of opinion on that one. Do everything you can to make your potential new employees as comfortable as possible. Arrange your chairs in a non confrontational style. It shouldn't be a headmaster and naughty child situation. So here's my checklist. I'll summarize this at the end, but here's the format. Firstly, be on time. Don't keep your interviewee waiting. They took time out to their day and possibly had to travel to be there. You were already there, so you have no excuse. Greet them when they arrive, greet them at the door and shoot the breeze while you show them to the room where the interview will be held. If you can't greet them personally, have someone who can have a friendly chat with them. Show them through. You want people to be comfortable. I've already covered the seating arrangements. Next, be courteous. Offer the Matis a coffee or a water. No one wants to sit there with a dry mouth. Thank them for taking the time to come in. They may have had to sacrifice half a day's holiday to come to the interview or find their way to somewhere. They've not bean before. They had to pay to park, possibly with the thank you, I think. Next, introduce yourself. Tell them who you are and what you do for the company. If there are other people in the room HR, your second in command, whoever introduced them and explain why they're there. Tell them what you're looking for. This sets the frame for the way people should answer. If they know what you're looking for, they can structure their responses to suit. Now my personal spec is quite simple. I can summarize it in one sentence. I want someone with teeth, and by that I mean someone who is capable of speaking out. If they see something they think can be done better, I want to hear about it. I expect them to have the courage to challenge. And that includes challenging me because I don't always have the best answers either. So having someone with a bunch of great ideas that will never see the light of day is not gonna help us develop. Next explain. The process is, if there is going to be in a second interview stage, let them know if you're looking for someone to start in two weeks. Tell them that if you or someone else, they're going to take notes, explained that up front, too. The sales pitch sell the job to them. It's not a done deal, I've know. Many people turned down offers as they weren't sold on its let them know why. This is the company they should choose, and they do have a choice. Next, be natural. Speak to them as if you were just two people talking. Find something interesting in their CV. If there is something particularly impressive in their CV, tell them it sounds impressive. A little flattery never hurt anyone on. Then ask them to talk you through it. Now, if you have to follow one of those horrible competency based interview format, you know the ones. Tell me about a time when you had to deal with a particularly difficult customer. Change the words. No one speaks like that. Instead, has them asked them who was the worst customer you ever had? And from there you can draw mawr information out of them. What did you do? How did that work out? You managed to speak to people and learn about them outside of work all the time and an interview is no different. People are more likely to respond naturally if they're not talking to a robot. And if you need clarification, ask Okay now a low time for any questions that they may have Now meet the team without you . This this is one thing that I always do, that I've never actually known anyone else too little. I always do this. If I think have a candidate that I would like to have in my team, prime your team beforehand and explain to the candor that you would like them to spend 15 or 20 minutes with the team. Wild. You are not there. Tell them they can speak to anyone and ask them anything about the job. About the company. If you're horrible bus, anything at all. This serves three purposes for the candidate. It gives them the chance to break out of interview mood, speak to their potential new colleagues and get a feel from the people doing the job. What it's really like for the team. It involves them in the process on. They always ask my team for their first impressions. It's important that any new person conf it in and get along with the existing team members . And for me, it can give useful feedback on the morale of the team. If the candidate comes back into the room and say they changed their minds and they don't want the job, there is some work to do now. Allow a little more time for any questions that they may have off the back of spending some time with your team, Right? Finally, recap on the process. Tell them when they're likely to hear from you. Thank them for their time and then show them back to reception to summarize beyond time. Greet them off of them a drink. Introduce yourself in anyone else in the room. Tell them what you're looking for. Explain the process. Give them the sales pitch. Be natural with your questions allowed time for their questions and, if appropriate, spend some time with the team. A little more time for any questions off the back of that recap. Thank them and show them out and that's it. There were a few elements to it. It's always worked very well for me. OK, I'll see you in the next lecture. 38. The Welcome Bucket: Okay, guys, I'm welcome back. The welcome book it. Now here's a question for you. How many times have you started a new job? And even though you agree to start day two month ago, nothing was ready for you. Now I wince, didn interim role for six months. And for the 1st 5 I didn't have a phone. There is really no excuse. Then, if you know you have a new starter plan for their arrival, you will generally get more than enough notice to sort out to desk the phone and set up email accounts. You just need to plan now. If your procedure dictates that someone reads your I T policies prior to get in an Internet access, send it to them before they start. That way, everything can be set up on their first day. If they need to wear a uniform, ask them for their size. When you send out the offer letter, then they just have to pick it up on Day one. Now, the best example I have ever seen was with an American company worked for years ago. Not only was there a desk, a phone and a fully working computer ready for me on the day of arrival. That was also a welcome book it Now you know when you start a new job and you have to borrow a pen or a pair of scissors or a few post it notes from the person sitting next to you. Not there. Everyone had a welcome bucket. The book it itself was your wastepaper bin. An inside was every bit of station re you were ever likely to need. Pens, pencils, stapler, stable extractor, calculator, scissors, post it notes in three sizes. A ruler highlighters. Oh, and a little note saying, Welcome to your new job. If you need anything else, just contact Joe on extension Triple 01 This was the most well thought out start to a job I'd ever had on. This is another idea I shamelessly stole. Whenever I have a new starter, they get a welcome book it for the sake of a little thought, maybe $5 worth of stationary. You can make any new start to feel instantly at home, and that's a small price to pay. Okay, I'll see you in the next lecture 39. Motivation: Mr Motivator: Okay, guys, um, welcome back, Mr Motivator. So you inherited a team or built a team or some blend of the two? How do you like the fire in their bellies To do a great job motivation. Now, the strangest thing with motivation is that logical order of things is often reversed. Common sense would suggest that you get yourself motivated on. Then you go do it, and sometimes it's gonna work. But often it's the other way around. You start doing something on the act of doing, motivate you to continue. It's just like going to the gym. It's easy to go regularly. Once you're going regularly, it's getting those first few visits in that takes the most effort. So staying with the gym example, the greatest amount of force or effort is required to take that first step. Visit number one. That's when you go from a complete cold start to actually get enough the couch getting your gym, get on out of the house and all the way to the gym. When she went visit number one under your belt. Visit number two doesn't need quite so much effort. Visit number three is easier still, as you've already being twice on. Before you know it, your emotion, you are going to the gym not just once, but consistently. As Newton's first law states, objects in motion tend to stay in motion, so the first thing we need to do is address how to generate sufficient off to take that first step that will set us in motion on the Ansari. Surprisingly simple. We make the first step a small and easy to take as possible. And that's where my three teas model really comes into its own by making small, incremental, painless changes sets us in motion on Once we're in motion, it's harder to stop than it is to continue moving forward. Now, the more cynical amongst you may be thinking, it's no harder to stop, but it really is. Once we've made that first small change, we have visit number one in the bag on DNA. We have a little more time. Our first T visit number two is easier still, as we've just created time for it on. Once you cross that threshold, where it becomes easier to continue, then he would be to go back achieving becomes part of their identity, and that is the most powerful motivator off all. Let me explain. If we achieve something, we've achieved something. Once It's an isolated event, the second time we achieve something, it demonstrates that the first time wasn't a fluke. The third time a pattern is starting to form and we continue to achieve on before too long . We are achievers. That is not just something we do. It actually becomes part of who we are, part of their identity, and that's an incredibly pope powerful thing. It's human nature to behave in a manner consistent without beliefs. If we are achievers on, we do it so often it becomes part of their identity. We act in accordance with that belief we continue to achieve, because that's just who we are to know would be incongruous. So it's simpler and more natural to just keep going. It really is harder to stop. So that's the most powerful motivator. Let's have a look at some others. I'll see you in the next lecture 40. Motivation: Whose Company Is It Anyway?: Okay, guys on Welcome back. Whose company is it anyway? Now it's a sunless. A little earlier in the introduction to the talent section of the three teas. Do you remember when I asked the question if you were to start this business today, would you do it the way you're doing it now? I said then that most of the time I get the answer that I want, But occasionally I get the other answer and the other Ellis. That is usually some variation of one of these. I just work here. It's not my company. That's your job on what we have here is a lack of investment, a short term view. Someone actually said the last one to me when I asked them what they've achieved in the last year. That's your job. I explained that my job was to make sure that he still had one next year. Blunt but true. If everyone who worked in an organization took the view that they just worked there, who would ensure that the organization survived? OK, so some people separate the two things. There is the company, and there is them two disparate things connected only by the fact that they happen toe work there now. I always challenge these kinds of responses by explaining that it is my company. No, only that it is also their company on both statements. True, regardless of who the actual owner of the company is. While I'm working in my company, which have a company that happens to be at the time, I will do everything I can to ensure that the company is a successful. It's possible. It's not altruistic. It's selfish. I owe it to myself. If I want to have a regular source of income, pay the mortgage, feed the kids, go on holiday for years to come. I need to make sure that all of my actions are geared towards the success of my company. Of course, the added benefit is that in doing that, it also helps everyone else. They're enjoyed the same security, but I'd rather not do it on my own. It would be much easier if there was an army of people all doing exactly the same thing better for me. Better for them, better for the company. I ensure that everyone in my team understands that this is their company. They may not have ownership of the whole thing, but they certainly own their parts of it. Their job, what they do, you may encounter. Some people absolutely hate their job. They don't like anything about it. They don't like the company. They don't like the culture. They don't like the people. They don't like the job. They may not even like you with those people. I explained that they do have a choice. They can turn the job into something that they do enjoy by engaging, becoming involved and changing the things that don't work well, making the things that do work well, work better and generally owning the living daylights out of it. And if progression is their goal, this isn't a bad approach or they can choose to get a different job. I'm not being harsh here, but practical. You spend more of your waking hours at work than any of the place. And if it makes you completely measurable, you should find something that makes you happier. Why put yourself through that every day there? It may not be a palatable choice. Believe it is a choice. Okay, Happy thoughts. We've covered what I believe to be the two most powerful motivators. Then let's take a look at a rather practical one. OK, I'll see you in the next lecture. 41. Motivation: Money. That's What I Want: Okay, guys, um, welcome back money. That's what I want. As the Beetle said Now, all other things being equal money will be the deciding factor on whether you keep the people you have or managed to recruit new ones that you can do everything right. As a leader, you can create a great environment for your team. You can create opportunities for people to shine, develop and grow. You can offer them hope. You can buy them cakes on a Friday even, But on a practical note, you need to pay them what they're worth. Two. Now The overall budget for your company may not be within your control unless it needs, but compensating your team appropriately is vital. The human resource is department will usually have a handle on this, and it's worth checking with them. They will know what the government rate for a particular role in a particular industry in a particular area is, and hopefully your company should at least be able to offer the going rate. If not, you're at immediate risk of losing your staff to companies that pay more, particularly at the lower end of the pay scale. Now, when I was In my early twenties, I used to work from one of the major employers in my area. Everything was stable until 18 yet now rather well known European budget supermarket chain came to the UK, and they opened a stall half a mile from our factory. They paid their check out stuff far more now, production and warehouse and stuff, and we lost around 20% of our workforce in a month. Even if your team are paid at least to go in rate, you should do everything you can to make the case to whoever has the ultimate decision over budgets to allow enough money in your budget to reward your star performers eloquently. While you can elaborate, now there are public and private companies. Public companies, as they are publicly accountable, tend to have banned ings for particular roles. So, for example, if you're a band three, you know you will learn a minimum of X and a maximum of why and the only way to earn more Matt is to move up a band. It's understood, but there's something that strikes me. Is art well, not odd, just downright stupid? I've worked in the public sector, but none of my teams of ever earned the top of their band on. When I asked why this WAAS? I was told it's because there's always room for improvement. If you pay them, that's up of their band. No matter how exceptional they are, you're telling them they can't improve. Really, I think it says I recognise you do an incredible job and for that I am going to give you the maximum amount of money I can. Okay, now, in the private sector, there's no such public accountability. But at least in my experience, a similar thing seems to happen to some degree. Whence you are in, there is no pressure to ensure your salary keeps up with the market rate. Now. I presented many cases to various financial directors demonstrating why we need to pay Bob Smith X thousands more and they look at me and say, But that's 75% now. Obviously, there are factors that determine him, which you can pay people profitability being the biggest, their contribution being another. But a percentage shouldn't be in the list, in my view. And here's why someone is worth precisely what someone else will pay them else being the operative word. There never was this more painfully obvious to me that when I had just finished drafting an email to my finance director to give me a lump of money in my budget so I could give one of my superstars the pay rise that she had earned. Now I knew we would use the percentage argument, but I had presented where I thought to be an overwhelming case that the value she delivered far outweigh the aumento I was asking for. I was about to hit send. Just as she walked into my office, I told Roosevelt sent an email to the FDA explaining why we needed to give her a noticeable pay rise, and she started crying. And then I noticed that she had an envelope in the hand. We sat down and asked if the envelope contained while I thought it contained it did. It was her notice, and as the Mafia say, someone had made her enough that she couldn't refused. I asked what any manager faced with losing a valued member of the team would ask, What can I do to make your stay now? She explained how she loved her time in our department, All the things she'd learned, the opportunity of the environment, the autonomy, in fact, everything that I wanted to hear. So it waas money pure and simple. I asked her what the number Waas and she said, Double. Now there was absolutely no way I could get a 100% pay raise. For although I did ask, I knew her offer was above market rate, but I had seen her develop her achievements potential for even more. And there's someone else had seen, too, and they were prepared to pay to acquire that talent. This is the only disadvantage of using the three teas model to create superstars. People will pay highly to take them from you. No, one of the first things that you should do is the leader is understand the pay structure of your team on the meat with your HR department to understand if what they're being paid is appropriate a long time ago. Only employers have access to this kind of information, but now 30 seconds on the Internet and your team will know the same thing. Ideally, you don't want them actively looking for another job, so this needs to be addressed. If they are underpaid and you can get them at least the going rate, you will immediately be regarded as someone who will fight for them, and that itself has value beyond that. If someone does something that warrants a pay raise, you must fight for that for them. And here's something practical you can do to make that easier. Keep a record. Now. I always do this either in memo formers or is a tracker on the spreadsheet. As soon as I learned of something that one of the team does well, I make a detailed note of it. I can all but guarantee that nine months from now, you won't be able to recall the details. You may not even recall the event, but with a brief, detailed record, you can quickly review their achievements and pull out the biggest backed up with the detail and present a compelling case to whoever holds the purse strings, saying, I think Bob deserves an extra 5000 because he's really good is not a great sales pitch, but on a specific example, state him why is much more compelling. I think Bob deserves an extra 5000 and Here's why in February he managed to reduce him entry by 50,000 and we save money on our insurance premiums. In March, he got a setting, that sticky situation when the contract went out of business. You'll remember when all of our competitors were failing their customers and we didn't. And in March again, he did that deal that saved a 75,000 and in April, he led that project to improve the delivery performance. Now KP eyes went from 96% 99%. Now, you may not get everything that you asked for, but your chances of getting something is better if you can demonstrate his worth with a bunch of specific examples. So keep a record, okay, else, even the next lecture. 42. Motivation: The Beach Boys: Okay, guys on Welcome back the Beach boys. And she'll have fun, fun, fun till her daddy takes the T bird away. Fun. Now there's a word you don't normally associate with work. Sure, the work needs to get done, but is that any reason you shouldn't enjoy yourself at the same time? I think not now. I mentioned Web from the importance of environment, and that's not just providing a comfortable seat and air conditioning. It's the whole experience of working in your team or indeed, your company in both senses of the word on it should be enjoyable in the very, very last section. This course I'm going to share with you some of the most valuable lessons I've learned over the years from the excellent managers and mentors that I have had. So this is kind of a sneaky peak for me, but it started with Brian, and we'll get to him later. He was the first bus that had allowed us to talk to each other. Now, if I walk into an office and its quiet, I assume there is something wrong. Your team shouldn't feel the need to fall into a terrified silence when you enter the room . They should be talking sometimes laughing. Even we spend a long time at work, so we may as well make. It is enjoyable. It's possible, right? So most people are intelligent enough to know that the primary purpose of going to work it's to ensure that the work gets done on in my experience is better to trust them to do that. Obviously, if the work isn't getting done, you need to remind them of their priorities. But on the whole, I found it more productive. Toe have happy team. You is a manager are part of that, too. You need to be approachable. Your team needs to be able to talk to you comfortably and honestly, by all means. Take your job seriously. But you don't have to take yourself that seriously. Getting along shouldn't be hard work. OK, I'll see you in the next lecture 43. Meetings: Punctuality: Okay, guys, And welcome back meetings. Now, in this, these next few lectures that it's going to be short series of vignettes about meetings. Now we've covered team meetings in the three teas model and interviews just a little while ago, but it's worth thinking little time to talk about meetings in genuine general. Um, we're gonna begin with punctuality. Now, you already know that meeting should begin and end on time. But until that discipline is understood here, something you conduce with late comers carry on. Don't stop the meat into recap for them. No one else wants to sit through it again on its startlingly inefficient. If there are 10 people in the room and it takes five minutes to get your late comer up to speed, you've just lost a collective 50 minutes. Instead, remind them that the meeting began five minutes ago and you will catch them up after the meeting has finished. Now I have known some organizations who will find people who are late for a meeting, £1 for every minute late and that money goes into a kitty on its donated to charity. Everyone's time is incredibly valuable. Respect it. Okay, I'll see you in the next lecture. 44. Meetings: What's The Point?: Ah, a game. Welcome back. What's the point? Seems obvious, but how many meetings have you attended that serve? No purpose. I want sat in a meeting for two hours to discuss what we would we should discuss at the next meeting. When I pointed this out, my boss said he thought it was important to plan. I think in this instance he was mistaken. We should have planned first. I've known senior managers fill their diaries back to back with meetings for days and weeks ahead on when anyone accesses their diary. They look terribly busy, but it does beg the question. When did they actually do anything? If you call a meeting? No. And be clear in the invite. What? The meeting is full. What you want to achieve. If you can't come up with an answer to that question, you probably don't need a meeting. Similarly, if you are invited to a meet and be sure you understand what the purpose of the meeting is , if there isn't a clear purpose, ask for clarification. If there still is someone decline on offer to pick up any action points, should anything come out of it. Okay, I'll see you in the next lecture. 45. Meetings: Who's The Decision Maker?: Okay, guys, welcome back. Who's the decision maker now? I learned this in a Japanese company at the very start of a meat in one. Particular guy always addressed the room as he walked in and he asked who the decision maker waas on. Then he would only speak to them there. May. I wouldn't be not blunt, but you should establish that the people in attendance have the authority to make a decision. Should want me to be made now. I normally cover this often. The invite my state in what the objective is and that a duly authorized person should tend . I also add the catchall. If I have missed anyone who you feel could add value or should really be involved in this meeting, please forward them a copy of this meeting. Invite on that usually covers it. Okay, I'll see you in the next lecture. 46. Meetings: Agendas: okay and welcome back agendas to give people an idea of what will be discussed in the meeting. It's often useful to provide an agenda. Now. This can either be extremely detailed or high level. I've known some people set agenda points by time. Nine o'clock introductions. 905 budgets. 9 35 distribution issues. 9 55 Closing. Now I tend to keep my agenda is very high level and perhaps highlight a few key areas fist for discussion just to ensure that we remember to talk about them now. Whichever method works view, it's fine. Just be sure to communicate some level agenda to the attendees beforehand. Okay, I'll see you in the next lecture. 47. Meetings: Minutes: Okay, guys on welcome back minutes. The minutes of the meeting are a written record of who is in attendance on what was discussed. Normally, these will be sent to the attendees and then the other interested parties, following the meat into service a record and to highlight any action points. Now, I am a notoriously bad minute taker, as I prefer to actively participate in the conversation and let it flow naturally. And I struggle with stopping to write something down. So I normally take someone with me who can do it now. These days, most meetings were arranged electronically viral look or some other email application. And I find this particularly useful and not only distribute the agenda with the meat and invite, but I also add the minutes to the meeting invite afterwards. That way, everyone confined everything all in one place. Okay, I'll see you in the next lecture. 48. Meetings: Facetime: Okay, guys, welcome back. Face time. Do you need to go to the meeting now? Perhaps if the subject matter is sensitive or it requires a decision that can only be made at your level, you should be the one in attendance, if not delegate. Now I know that may sound like a get out, but sometimes it's better to deputize one of your team particularly if the meeting is about something that they have intricate operational knowledge off. Now this approach has a few upsides. It gives them exposure and raises their profile. It demonstrates your confidence in them. It boosts their confidence on it frees your time. You can always be available for support with any actions that come back. OK, I'll see you in the next lecture. 49. Meetings: You Talking To ME?: Okay, I'm welcome back. You talking to me now? This is a pet hate of mine. I want recruited extremely bright young lady by the name of Emily. She was young, 17 or 18 from memory. But despite her years, she was very sharp indeed. Now she called a meeting with a supplier and she asked me to sit in. She led the meeting, enduring the introductions. See, she introduced me as her manager. Now, the guy she invited him was the sales director, probably in his late forties, early fifties. And every time she asked him a question, he immediately turned to me and answered after the second time. I've pointed out to him that this was Emily's meeting and she had asked the question so his answers should be addressed to her. But to him, I was the ranking officer in the room, and it seemed he didn't want to waste his time with the junior. I found this offensive. I excuse myself. But before I left, I let him know that Emily would have the ultimate saying who? She awarded the business, too, and suggested that he may want to consider being a little bit more respectful anyway. Personally, I never give my title in a meeting for this very reason. I don't want anyone with a less impressive title being ignored just because there's a bigger badge in the room. I normally just give my name department and nothing more. Okay, I'll see you in the next lecture. 50. Meetings: If You Don't Understand...ASK!: okay, and welcome back. If you don't understand, ask. I see this so often. It's not even funny. You get a bunch of people in the room. Someone say something. Everyone, not sagely on the meeting moves on. And after the meeting, people are asking each other. What did that mean? Now I know that no one likes to be embarrassed, but consider which is Mawr embarrassing, calling a temporary halt to the meeting to say Sorry. Could you explain that to me again, please? I didn't quite follow what you said or waiting a few days and then saying, I know I nodded in agreement, but actually I had no idea what you were talking about. Would you mind explaining it to me now? Now it's funny to me at least, that how the more senior the person is, the more difficult it seems to be for people to ask them for clarification. Now I always tell my team, if you don't understand, ask, it's much more efficient. If you take the time to attend the meeting, take the time to understand what's being said. I have no problem with looking foolish and saying that I didn't follow something if it means I get clarification. That. And then many times people have said to me later, I'm glad you asked that because I didn't understand either. Okay, I'll see you in the next lecture. 51. Meetings: Common Sense? Not That Common: okay. And welcome back. Common sense. Not that common there. How often have you sat in a meeting and listen to a problem being discussed on the solution So obvious pops into your head Something so obvious that everyone must be thinking the same thing that you didn't say. A word on the meeting moves on and everyone leaves no further forward. Now, this miraculous event is due to the fact that common sense is really not that common as a general rule of thumb always state the obvious, as it may not be obvious to everyone And that major spark a revolutionary idea. Okay, I'll see you in the next lecture. 52. How Can I Help?: Okay, I'm welcome back. How can I help now? A long time ago. I work for a guy named Keith. No. Probably learned more from him than any other manager I've had before or since then. When I started with the company, my boss worked for Keith. But that changed quite quickly and Keith became my manager from the stories I had heard early on from the workforce. Having Keith as a boss was not something to be desired. The stories about him with the stuff of legend. He had fired people for no reason. He had an explosive temper. You never spoke to him unless you really had to. He'd even frog marched off of potential huge customer from the site and told them never to come back. So the stories went Now through careful study, everyone in the building had worked out a system to tell if you could or couldn't talk to him on any particular day. Now he was a short guy. And if you heard him walking down the corridor and his footsteps were quick, you didn't talk to him slowly and you're probably safe. The consensus waas that his mood could be judged in direct proportion to the speed of which he walked, the faster we walked. The worst is mood Now. One day I had made a mistake. I had not ordered something on. Production would be affected, and there was no way I could hide it. So I just had to fess up to Keith, and my colleagues told me that I was going to get fired on. They wish me luck for the future, which really helped. So I took the long walk down the corridor to Keith's office. I knocked on the door and asked his secretary if I could see him. She called through and told me to go right in. That was it the end of my career. Now we asked me to sit down. Any asked how we could help, And I thought that was a curious thing to say. How can I help? Perhaps that was just something, he said to people toe love them into a false sense of security. Before he pounced. But the moment of truth had come. I told him that I had missed something on. The result was that it would affect production. A few days later, he didn't say anything He just looked me for the longest time. And then he spoke. He asked me which line it affected, so I told him and this was agony. Then he continued, Okay, called Robert Easy Pack and asked him to send some down. I was up in his factory on Monday and he's got doesn't pallets in the warehouse. It'll be able to get some here for tomorrow. My throat was dry, but I said OK. Then he asked her Wasit that I'd missed it on, I explained. Then he said I should create a checklist of things to do in order of criticality and then tick them off each day. That way we would know that everything had been done. Now I was still sitting there waiting for the apprentice finger on the words You're fired. But it never came. And he asked me if there's anything else I said no, and he thanked me. He thanked me so I won't back down to the general office And my colleagues were silent. They asked if I was gonna clear my desk, and I said, I'm gonna call Robert Easy Pack, and that's exactly what I did. Now I ask Keith about this years later, actually came up in a conversation. He wanted to know why very few people told him the truth, and I said that the general opinion Waas, that he had a temper. Most everyone was scared of him, and he said that he only lost his temper when people tried to hide mistakes from him on, he found out when it was too late to do anything about them. If people just came to immediately, there was probably still something that could be done, and he would rather people just be honest. And that's what happened with me. Have they not told him of my mistake when I did? It may have bean too late to solve it. Um, I possibly would have been fired. But by confessing in a timely manner, the disaster was avoided. Their most problems can be solved, but you may not always have access to the solution to the problem yourself. Keith knew what Rob had in his wear has on. That was a connection that I could never have made. Everyone makes mistakes from time to time, poke Yoki or processes where you can but encourage people to be open, honest and timely. It's easier to solve problems that way. Okay, I'll see you in the next like check 53. The Whirlwind: world wind. They're one of the best qualities in a leader. Is the ability to stay calm in times of crisis? Equally as good is not to cause a crisis when there isn't one. A number of years ago I had a bus. We called the world wind. Everything resurgent. Everything had to be done immediately. Everything had to be done first whenever he was on holiday or after the office. For a few days, everything got done on the team, were happy and relaxed, which suggested to me that everyone knew what they were doing on the work always got done if he wasn't there. Now. One day he received an email from one of the directors asking about a particular project that I had been working on and he was stressed. I need a complete chronology Everything from the time we took the project. I'm up to now. I want the times and dates of every phone call, every meeting. Who was there? What was discussed? Who should have been doing what? Who is old inning anything up and I need it by lunchtime. No, that's an awful lot of work. No, sure, we would have an email trail. But to go through them all and create a summarized chronology would take more than a few minutes on phone calls. Who can remember the dates and times of those solicitors? Maybe, but certainly not may. I asked what the question was he was trying to answer, but he said he wanted to be armed with every possible Factum figure, so we couldn't be blamed. I asked him what it was that we were being blamed for, but he said, I shouldn't be spending time asking questions. I should be putting the list together. So I did. It took me a day and 1/2 and I fell behind with all the other work that I had to do. He wasn't pleased with me. Now, a few weeks later, his boss returned to work after a few months working on one of our other sites in Japan, and he introduced himself and he asked how I was finding work in their ice it that there were lots of there was lots of firefighting on. We seem to bounce from crisis to crisis and be in a constant state of chaos. He asked me for an example. Now I told you embed the project on the timeline that I had to drop everything to put together all the calls, All the emails meeting. Who was there, etcetera. He wanted to know who had asked for that. So I explained that Pete, my boss, had had a knee email from a director of the project, and I had to put the list together. Priority one. He asked me when that Woz and I said it was a couple of weeks ago. Then he said, I'm the director now. I did a quick mental rerun of everything that I just said to make sure that I hadn't dropped my boss in the mire, and I was moderately sure. I had recounted the facts that they'd happened. I figured I was on the same ground, so I ventured to ask him what the problem had. Bean, No problem. I just asked PC if we could have a catch it when I got back, so I knew where we were, he said. So I explained that I didn't understand why there was such an urgency to get the list compiled by that lunchtime a few weeks earlier on an honesty he was wondering the same thing. It turns out the neatly piled on Pete's desk with dozens of such urgent reports, just sitting there waiting for someone to ask him a question about now. Some would be needed eventually, and some never would. But he liked to be prepared, just in case. Now, the cost of that was the immense amount of pressure he put on his team. We will work into the peak deadline, not the rial deadline if there was a deadline at all, Sometimes there are crises, and you will need all hands to the pump to address them. But it is important to give your team the facts. Don't say the deadline is today. If it's actually next week and above all, make sure before you embark on dealing with the crisis that there actually is one. The whirlwind should never be the constant state for you or your team. Okay, I'll see you in the next lecture. 54. If You Can't Change The Culture...: if you can't change the culture, okay? And welcome back now. In one organization, I managed a few disparate teams across several locations on they had a couple of staff who were known to take frequent extra holidays sick days when they weren't actually sick, a problem that needed to be addressed now, following yes, another absence from one individual. His supervisor came to me and said he didn't know what to do. The guy had bean off work for three days, but yesterday several staff had seen him sitting outside the pub at lunchtime, having a few beers with his friends. His supervisor called him on his mobile there and then on. The employee told him that he had been laid up in bed with a stomach bug, even though his supervisor, it said he had seen him at the pub. Now he had spoken to the guy about it in the past and told him that he had stopped taking sick days when he wasn't sick or there would be consequences. Even my boss had had the same conversation with him several times. It made no difference. This has been going on for three years. No, I said I would talk to the guy. When he returned to work and invited the supervisor to attend the meeting, I got a hold of the Employees personnel file, and I could see that his absence was through the roof. I checked to HR and I asked them what courses of action were available to me, given that the person in question had received so many warnings in the past, they told me that given the case history, I could move straight to final written warning, which meant if he did it again, he could be legitimately dismissed. As an aside. What I was looking to achieve here was stabbed. The issue resolved and the issue wasn't the employee. The rial issue was that we had a role that needed for filling, and we needed a full time employee to fulfill it. Which probably is. Think of manager thinking it wasn't personal. There were two possible outcomes. The employees would come into work when he should do his job or he would be dismissed on someone else. Would either option fix the problem anyway? Always engage your human resource is department. In these circumstances, they as they are there to advise you on your company policies and procedures. Ultimately, they are there to keep you out of court. When he returned to work looking very healthy, and sometimes I invited him to a return to work interview in line with the company's policies and procedures, and he was perfectly relaxed about it. Smug. Even. I went through the policies and procedures, and I discussed his absence record and also said that he had Bean seen enjoying the afternoon sun at the pub around the corner from work. He wasn't the slightest bit concerned, even when I said that I was issuing a final written warning. Andan Laissus sickness record improved immediately and significantly it could result in him being dismissed. He actually looked bored anyway. He stood to leave, and I explained that I knew that he had had the same conversation many times before with other managers. But this was the first under did Hallett with me, and I wouldn't be having it again. Still no concern. A few weeks later, the rugby was on the TV and true to form, our guy was off work again. The first time England played again, ran the pub with his mates, watching the game on the big screen. When he returned to work, I gave in the required two days notice to appear to meet him with HR on myself, and in that meeting he was dismissed. A strange thing happened as a result of that dismissal. I had another four or five people in my various teams who, though not as bad, regularly took six days for no legitimate reason. As soon as the word got around about what had happened, which was very quickly. Indeed, it stopped immediately. There were being a culture of having days off if you didn't fancy working. And despite going through the motions of the return to work process and clear statements of what could happen if the situation didn't improve, nothing changed on. That's because the managers have not being true to their word. They had issued threats for want of a better word, but never delivered on them. So the workforce did what they wanted. It was a cultural issue. There were a long time ago, one CEO told me, If you can't change the culture, change the people and you don't have to change that many before the message. It's home now, as a disclaimer. I have no issue with time off for legitimate reasons. And you should always consult with your human resources department for their guidance in these situations. Okay, I'll see you in the next lecture. 55. Good Morning. Or, What I Learned From Bill: good morning or what I learned from Bell. Now, way back at the start of my career, when I was in my late teens, that is a quiet, shy, young and impressionable young man. I met my first truly inspiring leader, a Scottish gentleman by the name off built. I mentioned him earlier. Now. Everyone loved and respected Bill one on one. He was a softly spoken, thoughtful man. But you did one thing that really stood out to me, and this was the first time I had seen something and thought I wish I could do that every morning when he came into the general office where I worked along with the better. Doesn't other people, he said, are really enthusiastic. Good morning. That's my best bill impression. And he said this to everyone. You always have a smile on his face at which that I h I put down to the fact that he was the Boston. He had a really nice BMW three series. It turns out it's just the way he waas now. He would do this even if he didn't need to speak to anyone about anything. You just took a minute out of his day as soon as everyone had arrived to come in and say good morning. And if he had to speak to anyone specifically, he would address them personally. Good morning, Alan. How are you today? Another brilliant bill impression. Then he would wait for your own ends at the guy Actually cared. I thought that was amazing. This guy who are in so much money and drove that really cool BMW three Siri's wanted to know how I waas and in honesty. When he asked you that you were great. A said that that my job is very quiet and shy young kid in the working world with serious grown ups. But immediately I felt that the East when I moved to a different company, I did what build it. I went into people's offices and I said Good morning to everyone and I found the people responded, And that's the great thing about changing jobs. You can reinvent yourself. No one there knows you. So you can be anything you want. And I wanted to be built. Okay. I'll see you in the next lecture. 56. "That Won't Happen With Me". Or, Another Thing I Learned From Bill: that won't happen with me. Or another thing I learned from Bill. They just before I started work at that company working for Bill. I went on a holiday and I decided to take an extra week. The joys of being young. Now I wasn't. You start work for another weeks. I figured no harm done. Little did I know that the agency who got me the interview had told me the wrong start date . I should have started my new job one week earlier. Now the agency realized their mistake when they got a call from Bill Monday morning asking where I waas. But I was nowhere to be found. No mobile phones or email back then. Now, obviously, this was not a great start to my new job on Bill called me into his office as soon as I walked in on my first day. He said he was expecting me a week ago and that no one, including the agency or my own mother, could find May now. At that time, neither of us knew that the agency had given me the wrong start date, and they certainly hadn't admitted it, Bill said. So we're clear that not turning up for work won't happen with me. You get one chance and you've used it. Come to work when you should and will not speak about it again. Hadn't been in the door 15 minutes. No, was already in trouble. Then he took me to meet the people I was gonna work with. As happy as you look. Half an hour later, he called me back into his office. I thought, This is it. I'm going to get fired. And he said it had a call from the agency and that they told him they'd given me the wrong start date. I owe you an apology. I'm sorry. I didn't know that. They told you start today. I've read them the riot act. And you should have told me when you were in a in here earlier. But you're the boss, I said. And he said bosses can be wrong, too. So in the first half, on air of my employment, I learned two important things. Sometimes as a manager, there are times when you have to say what needs to be said, even if it's not pleasant. Now. I imagine the bill took no more pleasure in telling me off when I took him being told off, particularly as they had no idea why at the time. But he had laid the ground rules. Clearly, there was no misunderstanding between us. And I had no doubt that I had indeed had my one chance. And the other thing is, just because you're the bus, it doesn't mean you're always right. And if you're wrong, admit it on apologize. People will respect you more for it. Okay, I'll see you in the next lecture. 57. "Meet Our New Rising Star". Or, Yet Another Thing I Learned From Bill: meet our new rising star or yet another thing I learned from Belt. Now I know I learned another great thing from Bill. That's his real name, by the way, the value of value on being pre sold. Now, shortly after I joined that company, there was a catastrophe. They relative twine to stitch up the banks on our corn flour line. It was a well known food company. Now, no production meant no sales and no sales meant no profit. All of the experience people had called every supplier in the food industry, but no one had any we could buy. A few years earlier, my best friend worked in a glue factory, and I advised him one lunchtime just to shoot the breeze. And I remember he was stitching bags of glue. So I called his company, alas, for the purchasing department and got through to the lady who bought the twine that he had been using. So she gave me the supply US phone number. I called them to get specifications. There were no supplies to the food industry, but how different could twine be right? So I took the specifications to air Quality Team. They gave it to go ahead and I went to Bill, and I told him that I could get it there that afternoon and he looked amazed. We've tried every supplier in the market. Where's it coming from? He asked in a Scottish accent. Doubly 60 was a Scottish man. Now I told him about this visit I've had with my body at the glue factory and how I had made the connection and the quality quality had already okayed this speck. You see, the thing is that we tried everyone we knew, but we hadn't tried everyone that other people knew. The twine arrived and production resumed. Now Billy Beane some into the MD's office to help update him on the situation, and Bill asked me to join him, meet our new rising star. That's how he introduced May on many recounted how the problem had been solved. Now I felt great. Not only did my boss introduced me as a rise in star, which is a massive confidence boost, but he had already pre sold me to his boss. And if Bill thought you were a star, everyone thought you were a star. Being valued is a great thing, and having someone sell you that way is even better. Okay, I'll see you in the next lecture 58. "Thank You". Or, What I Learned From Kevin: thank you. Or one I learned from Kevin. Okay. And welcome back. No, I this simple one up from Kevin, That's Israel name, by the way. At the end of the day, either came into the office or here, open the door to his office, which was near the exit, and there's everyone left. You thank them for their work that day. Now it doesn't cost anything, and it shows that he appreciated the work his team had done. I like that I was one of his team and I wanted to do good job for him. I was grateful that he took the time aims each day to thank me. But not everyone had the same view on some thought that he was just going through the motions. He said it, whether you meant it or not. To me. He took the time out of his day to say it, and that was one of the most important things. That was more than some of the other managers did. I chose to believe you meant it. Now I know that some people sang things because they feel they have to and it can come across as insincere. I'm always mindful that my teams may feel the same way about me. So I blend two approaches, both of which I stole from others. Obviously, when one of my team does anything noteworthy or takes me through something or anything, help side of what they do day today, I always think them personally. Remember I mentioned this at the very beginning. Of course. On my second approach, I think combats this possibility of my thank you's becoming perfunctory on. We'll get to that next. OK, I'll see you in the next lecture. 59. "I Don't Do Half Days". Or, What I Learned From Keith: e don't do half days or what I learned from Keith. No, in an American company, I work for the director of operations, a man named Keith. He was a hands on sleeves, rolled up engineer and process guy through and through, and I probably learned more from him than anyone else in my career. I was brought in to troubleshoot now procurement function initially, but that developed into troubleshoot in the wider supply chain and ultimately became a turnaround project. The site was making a loss, but there was no reason that they shouldn't be making a profit. And I mentioned Keith before he was the guy who first told me that people don't fail. Processes fail, and he taught me the value of flexibility. Once needed 1/2 day's holiday. I can't remember why, but I filled in my holiday formal. I left it on the desk and he called me, and when he saw it and he asked me what it was, I say, I said I needed to take half days, leave one of the afternoons the following week, and then he proceeded to screw up my request and throw it in the bin. I guess I wasn't having that half it after all. Hey told me, didn't do half days. If I needed to take half a day, just let him know and take the half a day. He explained the re times when I will need you to work late or come in early. And I would hope that you would do that for me. I can't pay you overtime, but I can be flexible. So don't bother using up your holidays with half a days. You can be sure that I worked my backside off. Keith. People have lives outside of work and from time to time, the 9 to 5 Justice unfit. Be flexible with your team, and there will more than repay you for it. Okay, I'll see you in the next lecture. 60. Cakes On A Friday. Or, What I Learned From Brian: cakes on the Friday or what I learned from Brian in one job I had a long time ago, our manager got a new manager. Now. L manager was autocratic. If something went well, she was straight in from to the boss, explaining how it was her if something went wrong. She was straight in from the boss, explaining their one of their team was incompetent. Not a great atmosphere, but on a positive note. I did learn never to do that myself. So my boss is new boss, a guy named Brian, another Scotch fellow. He walked into the general office about 10 to midday on a Friday and asked if anyone was go into the shop for lunch. We had a supermarket just down the road now, and it said that she was needed over £5 which was an awful lot of money back in the day, and he asked her if she would bring back some cakes for everyone. So we just assumed it was his birthday. Now, when she got back, she gave him the cakes and he put them on an empty desk and told everyone to help themselves. Well took 10 on the net said Happy birthday, Brian. Then he laughed, and he explained that it was in this birthday. So why the cakes? He said that he appreciated all the work we did. But sometimes he would forget to thank us, not because he wasn't grateful, but sometimes he was busy or he missed us because he was in a meeting for any number of reasons. But he didn't want us to think that our efforts went unnoticed. So on a Friday, we would have cakes on. That was his way of thanking us for the work that we've done. Now. I thought that this was great and I very if I was ever the boss and rich enough, I would do that, too. Now I always tell my teams a story. I've just told you why I do it on that I stole the idea from Brian. Putting your hand in your own pocket as a thank you is different to a thank you from the company. It's personal. It's you thanking them. And I am truly thankful to all the people I've managed its them that make me look good to my bus. Now, in scheme of things, it doesn't cost a fortune, and it brings everyone together for a quiet 10 minutes away from the hustle and the bustle of the day. Job is like a mini socially men where everyone, including the bus, can have a little downtime and be people together. Okay, I'll see you in the next lecture. 61. "You're Allowed To Talk To Each Other". Or, Another Thing I Learned From Brian: you. You're allowed to talk to each other, you know? Or another thing I learned from Brian. Okay. And welcome back now. This was Revolution Resource. At the time. As I mentioned, Airbus was very old old school. Come in, shut up, work hard, Go home. That's what she wanted from us. And we were too scared to do anything else. It's all we knew. That was until Bryan became her boss. We were busily working, as is inevitable when you must get together. We started talking to each other, some work stuff, some not work stuff, some banter, a bit of laughter on. Then Brian walked in and we knew we'd been caught. We fell silent, just waiting for the reprimand. He stood in the doorway looking at each of us. And then he went over to Christie's, you know? Asked whatever it was he'd come in to ask. We were all just looking at each other, like kids who have been caught with their hands in the cookie job. Then Brian finish for Christine and walked out. And then he came back a second later. He said, You're allowed to talk to each other, you know, and then he left on Brown was right. This was no Victorian bored in school. We were grownups. For the most part at work. He recognized that the workers being done. So why not talk? That made us all a lot happier. And you know what they say about happy workers. Good workers. Now I must have you met my dear friend Emmylou. She looked after a particularly demanding department for me. A few years back, I walked into the general officer. She was ranting about how difficult they were to deal with. I told her to get all of her worked on, then moan because it was more efficient. She followed me into my office and said, Actually, I complain about the while I'm working, and that's even more efficient. Still, you can't argue with logic. Okay, I'll see you in the next link chat.