“Managing Time Effectively” is one of our most popular programmes. In only a single day, you can learn and practise techniques for streamlining work for yourself and others, for making every minute count, for stripping out unnecessary activities and cutting down the time you spend on low priority tasks.
Managing time poorly can be a major cause of stress, and many organisations choose to combine our “Managing Time Effectively” day with a second day on “Managing Stress Effectively” – the two go hand in hand!
If your training finances are squeezed, and you want to be sure you are making the best use of the budget you have, investing in either or both of these one day programmes can give your people invaluable self-management skills, and make an immediate positive impact on your bottom line.
An article from the Huffington Post (19th April 2013) suggests that “Feminine Values are the Operating Systems of the 21st century”. At MLR, this got us thinking – do men and women really have different management styles, or is this a myth?
In a review of the book “The Athena Doctrine: How Women (and the Men who Think Like Them) Will Rule the Future” (John Gerzema and Michael d’Antonio), the articles asks whether traditional macho approaches to management (dominant, strong arrogant, ambitious) are outdated, and no longer effective in the modern business world. In other words “The Apprentice” may be entertaining but would not be a realistic model for today’s young managers.
Each of us has a preferred influencing style – whether we want to persuade someone else, or whether we are on the receiving end whilst the other person makes their case to us.
Whatever the content of the argument, the way it’s put across – the style – can be influential too. Try this mini quiz:-
How far is non-verbal communication a factor when we are influencing someone – or being influenced ourselves?
We know that when we are attempting to persuade, any messages transmitted non-verbally will override the verbal message in the event there is discrepancy between them.
So the boss who tells you the new system is simple to use, thoroughly tried and tested, and completely fool proof, will be persuasive if his body language is congruent or harmonious with what they say, but will be doubted if they appear incongruent. Body language is a hugely important factor in influence.
The major predictor of how well learning gets transferred into the workplace is the attitude of the learner’s boss” (T.T. Baldwin and J.K. Ford, Personnel Psychology)
However good the course, however effective the trainer, however keen the learner, if the boss is not ACTIVELY supporting both the learning and the transfer, then getting new skills applied in practice will be an uphill struggle.
So what can or should the line manager be doing – before, during, and after the course – to make the most of the training “spend”, and promote transfer of learning to the workplace, which is where it starts to pay back dividends?
What does “Customer Service” mean? How is it different if you are not a hotel, a restaurant, a department store, or a travel agent, airline, or railway company?
We are all familiar with the term where we, as customers, expect (indeed we purchase!) services from these typical “service industries”. But do the principles of customer service apply just as much to other organisations, although perhaps less obviously? Specifically, are there customer service principles which apply in the emergency services, including of course the Fire & Rescue Service?
Below we take a look at the 4 principles of good customer service:
We all “sell” all the time – it’s just, we usually only think of it as “selling” if money changes hands. Come to think of it, anyone who wants to influence someone else is in the business of selling for example, a leader in a corporate environment who wants to motivate others in a meeting to a certain course of action, a manager in the Fire & Rescue Service who needs to make a case to the boss, or an individual in the customer service “front line” who needs to placate or persuade the client.
So what are the core skill sets? Well the good news is that there are basically only two: putting your case together in a clear, organised and reasoned way, then expressing yourself persuasively so as to convince the other person (or people) that it’s a good idea. Of course, there are many techniques that go into each of these two basic skill sets, but these are the main considerations.