tag:blogger.com,1999:blog-52611922233225282372024-02-19T00:11:48.281-06:00Koliso | The Psychology of BusinessWhen top performers are ready for the next level, Koliso brings the perspective to get them there. It’s the science of psychology applied to business.Davidhttp://www.blogger.com/profile/12183763523045082716noreply@blogger.comBlogger128125tag:blogger.com,1999:blog-5261192223322528237.post-25543781665729007552021-05-19T11:11:00.003-05:002021-05-19T12:01:29.639-05:00Koliso’s Perspective Gets Results<style>
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</style><span style="font-size: small;"><span style="font-family: inherit;">Psychology, as a science, provides a lens and proven toolsets that we use to set the path to desired outcomes. Koliso brings this unique perspective when you need support with leadership development, employee engagement, changes in culture and making effective transitions. </span><span style="font-family: inherit;">Here are some highlights on these topics from our website and news archive.</span></span><br />
<span style="font-size: small;"><br style="font-family: inherit;" /><span style="font-family: inherit;"><b>A Model for Leadership</b> </span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">A Fortune 100 company in the financial services sector sought a leadership development program specifically tailored for their high-potential managers who might be ready to lead a business unit or region. </span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">In the three years since Koliso initiated this personalized program, the outcomes were viewed so highly that the organization also adopted key features nationally as a best practice for leadership development programs from middle managers up to regional and business unit roles. <a href="http://koliso.com/feature/leadership-development-program.html" target="_blank">Read more about this case study</a>.</span><a href="http://koliso.com/feature/leadership-development-program.html" style="font-family: inherit;"></a><span style="font-family: inherit;"></span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">Read more about <a href="http://blog.koliso.com/search/label/Leadership" target="_blank">Koliso’s approach to leadership development</a>.</span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><b><span style="font-family: inherit;">Employee Engagement that Lasts </span></b></span><b> </b><span style="font-size: small;"><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">A leading U.S. manufacturer with 27 locations wanted to hold an annual conference to provide managers with an experience that combined specific content with skill building and team building. Koliso produced highly interactive, tailored sessions on trust and influence that fully integrated into their offsite program. </span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">The managers and staff built plans around introducing more influential management techniques to their teams and integrating their safety and engagement strategies into their regular management programs. <a href="http://koliso.com/feature/employee-engagement.html" target="_blank">Read more about this case study</a>.</span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">Read more about <a href="http://blog.koliso.com/search/label/Engagement" target="_blank">Koliso’s approach to engagement</a>.</span></span><br />
<span style="font-size: small;"><span style="font-family: inherit;"> </span><br style="font-family: inherit;" /><b><span style="font-family: inherit;">Managing Cultural Change </span></b><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">A large government organization with a $600 million budget and more than 3,000 employees wanted to introduce an enterprise resource planning (ERP) system. The project was clearly a culture-changing initiative. </span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">Koliso worked with their team using tailored implementation kick-off training along with team-building and change-management skills and continued to provide executive coaching to the senior leadership as the change progressed. </span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">This initiative exceeded the change management investment by more than 50 percent in the first 12 months of implementation. <a href="http://koliso.com/feature/cultural-change.html" target="_blank">Read more about this case study</a>.</span><span style="font-family: inherit;"></span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">Read more about <a href="http://blog.koliso.com/search/label/Culture" target="_blank">Koliso’s approach to culture change</a>.</span></span><br />
<span style="font-size: small;"><span style="font-family: inherit;"> </span><br style="font-family: inherit;" /><span style="font-family: inherit;"><b>Rapid and Effective Transition</b> </span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">A Fortune 500 organization with hundreds of locations along the east coast wanted to orient a new CEO as quickly and effectively as practical. </span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">Koliso created a highly tailored new leader transition process that was built around interviews with senior executives who communicated their vision for the organization, their leadership style and how they could best help on-board the new CEO. The results were incorporated into an intensive leadership offsite for the senior management team. The senior executives said the project brought “strategic value” beyond any ordinary orientation. <a href="http://koliso.com/feature/transition.html" target="_blank">Read more about this case study</a>.</span><span style="font-family: inherit;"></span><br style="font-family: inherit;" /><br style="font-family: inherit;" /><span style="font-family: inherit;">Read more about <a href="http://blog.koliso.com/search/label/Transition" target="_blank">Koliso’s approach to transition</a>. </span></span><br />
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<span style="font-size: small;"><b style="font-family: inherit;">Interested in learning more about this topic for your organization? </b><b style="font-family: inherit;"> </b><a href="mailto:info@koliso.com">Contact us.</a></span><br />
<span style="font-size: small;"><span style="font-family: inherit;"><br /></span></span>Unknownnoreply@blogger.comtag:blogger.com,1999:blog-5261192223322528237.post-89316150079463702402019-11-19T13:02:00.000-06:002019-05-08T13:44:28.287-05:00Making Collaboration WorkWe have worked with many executive teams that want to improve the teamwork and collaboration in their organizations. For some, the issue seemed to be the team members’ personality differences while for others it was a lack of focus, or an inability to take a disciplined approach to achieving results. One of our favorite business resources, the <a href="http://hbr.org/special-collections/insight/collaboration">Harvard Review Insight Center</a>, gathers twenty general resources and six HBR articles on how collaboration works.<br />
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Below is a simplified list of these findings.<br />
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1. Everything starts with trust. Trust is based on four things: competence, reliability, openness and principled behavior. If you and your team members don't know how to demonstrate these characteristics, and are not held accountable for demonstrating them, you will not get past first base. </blockquote>
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2. You need shared goals. Call it a vision, a mission or a strategic intent, but what counts is that everyone knows what the team is there to achieve and buys into the common picture of success. </blockquote>
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3. Roles need to be clear. Unless people know why they are on the team and how they and their colleagues can contribute, the team can't work together. You can’t delegate to each other or capitalize on team members’ strengths unless you have role clarity and understanding. </blockquote>
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4. Processes should be simple and direct. Everyone has worked on a team that reinvents the wheel for the sake of not knowing the best way to get something done. Similarly, most people have worked on a team that spins its wheels because members didn't understand the right responses and actions to be taken. </blockquote>
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5. Relationships are key. When we see dysfunctional teams, members often blame one or more people for not being team players. However, our experience is that relationships start to fray as an outcome of poor trust, goals, roles and processes. Focus on these factors before making decisions on relationships. </blockquote>
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6. Communication is everything. Every engagement survey, every satisfaction instrument, every analysis always emphasizes the importance of communication. It is a basic premise of human psychology that everyone wants to feel heard and valued for who they are. Talk with them, and equally if not more importantly, listen.</blockquote>
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In our consulting work we have structured tools that help our clients make significant improvements in each of these six areas. In simplifying these HBR resources for you, we confirmed these basics are the same no matter who the author is or which study you look at.<br />
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So what is the take-away for business? Make sure you have good practices around the six areas above, bring in help where you need to and make sure your help understands what really works and has the tools to help you.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-59491812197889380852019-05-13T13:00:00.000-05:002019-12-12T11:18:01.739-06:00Hire Koliso for Your Next EventDr. David Farrar is an experienced speaker with a wide range of engaging topics for your next event. Get a sneak peek at his approach and style by watching the video below.<br />
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Request our speaker packet to learn more. Call +1 612 423 2747 or email <a href="mailto:info@koliso.com">info@koliso.com</a>.<br />
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Or <a href="http://www.koliso.com/login.aspx" target="_blank">sign up</a> and log in to download it.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-42139770611551222912019-04-17T10:30:00.000-05:002019-05-08T13:40:17.678-05:00Influence with Integrity<h2 style="background-color: white; color: #333333; font-size: 25px; font-weight: normal; line-height: 29px; margin: 10px 0px 15px; padding: 0px;">
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Have you had an opportunity to hear David speak on The Psychology of Business? David recently spoke on the topic of Influence at a Human Resource conference, here is a brief overview of David and his insight:</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">"Influence is a key issue for human resources professionals: who has it, is it being used with integrity, how do people get it. Today’s Human Resource leaders are often in a position of influence, rather than power, whether we realize it or not. The ability to affect others’ actions, decisions, opinions, or thinking will be critical to leadership success in driving our goals and strategies no matter what your role is in your organization.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Dr. David Farrar enjoys sharing his keen insights from 20 years as a psychologist working with corporate executives. As a leader and consultant running organization effectiveness and change programs David’s seen influence used wisely and well on a global scale, so he has great insights. In this keynote, David examined how to use your personal power to your advantage, learn more about the psychology behind influence, identify persuasive abilities, and examine strategies to improve your personal leadership challenges with a greater level of influence.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">In the end, attendees came away knowing the three kinds of influence skills one usually sees used in organizations plus four other influence behaviors that are easy, engaging and ethical. David used practical real life examples, case studies, self-assessments to help develop the self-awareness and skills for leading and influencing so others will follow."</span></div>
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<span style="color: #333333; font-family: "arial" , "helvetica" , sans-serif; font-size: 12px;">If you would like to have a similar elevating impact in your organization or conference, please contact Genevieve at: </span><span style="color: #333333; font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: 12px;">genevieve@koliso.com. </span></span><span style="color: #333333; font-family: "arial" , "helvetica" , sans-serif; font-size: 12px;"> We look forward to speaking with you!</span></div>
Davidhttp://www.blogger.com/profile/12183763523045082716noreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-53396805396134638972019-03-14T10:00:00.000-05:002019-05-08T13:40:56.924-05:00Koliso Perspective: The Art and Science of Brainstorming<span style="font-size: x-small;">Read the rest of the newsletter this article was published in by following the link a the bottom of this post.</span><br />
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A client of Koliso wanted his leadership team to use their executive skills and think outside the box. The issue required collaboration across different silos in the organization, and once a solution was identified, everyone needed to get behind it if the business was to succeed.<br />
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Koliso suggested using strategic brainstorming focused on the key issues the team was facing. The CEO wasn’t very keen. If you’ve ever been part of a brainstorming session, chances are the main thing you remember is having to shout out lots of ideas in a limited time and compete for your ideas to be heard. This CEO thought brainstorming was a little childish and probably not suitable for a senior leadership team.<br />
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That’s not how brainstorming should be viewed. Brainstorming has developed a bad reputation. It hasn’t always been this way; most people don’t know brainstorming was invented. Here is how to brainstorm better (in six steps) based on its origin.<br />
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In 1954 Alex Osborn, an advertising executive, founded CEF, the Creative Education Foundation. CEF bills themselves as “where brainstorming began.” As well as inventing brainstorming, Osborn co-founded the ad firm, BBDO. His book, Applied Imagination, lives on in the work of CEF. Along with Sidney Parnes, Osborn developed the Osborn-Parnes Creative Problem Solving Process we know as brainstorming.<br />
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Osborn defines brainstorming as, “A creative conference for the sole purpose of producing a checklist of ideas—ideas which can serve as leads to problem solution—ideas which can subsequently be evaluated and further processed.”<br />
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That’s what most of us recognize as brainstorming, but that’s not the way it’s usually practiced. Normally, brainstorming is just the part of the conference or meeting where people try to come up with as many ideas as possible to solve the problem… usually followed by some frustration with the quality of the ideas and the planned follow-up.<br />
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We sat down with our client and went through how we could prepare the team for their problem-solving session based on what we know about how teams work and the psychology of creativity. The following are the six strategic steps.<br />
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<b>1: Preparation. </b><br />
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It’s not as obvious as it sounds. Rather than do a session on the fly, the process of brainstorming works best with careful planning. Because you ask people to step outside their normal boundaries, it helps if you can define the few boundaries they do have. Define the question, outline the parameters and make the problem easily understood. What’s more, involve the team in coming to terms with the problem so it’s crisply described, which leads to a crisp solution.<br />
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<b>2: Incubation.</b><br />
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If you’re going to have a good brainstorming session, it helps to let people know about the session in advance. People will sleep on it. Letting a problem sit in the back of their minds will help them arrive at solutions during the session.<br />
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Koliso made sure the team knew the session was approaching, what kinds of questions they would be tackling, and the kinds of solutions the company needed to find.<br />
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<b>3: Warm-up. </b><br />
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Thinking is just like any other kind of exercise. You need to provide a few warm-up exercises to get people prepared to be creative.<br />
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The problem with ice-breakers and similar is that they can feel childish. Koliso warmed up the team by having them put themselves in the minds of their customers. We asked them to imagine their issue from their customers’ perspective. How would clients describe the quality and operational issues they were facing? How would clients describe the impact on their businesses?<br />
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<b>4: Ideation. </b><br />
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This is the part people usually think of as the brainstorming. When people are coming up with ideas in a brainstorming session there are only four guidelines they need to keep in mind.<br />
• Don't judge the ideas<br />
• Piggy back on other people’s ideas<br />
• Go for quantity<br />
• Go wild and have fun<br />
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Most people like this the most. The key is to ensure all ideas are recorded and expressed. To make sure our group didn’t hold back, we had them work under time deadlines. Within a short while the team was trying to flood the group with their ideas so as not to be cut short by the time constraint.<br />
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<b>5: Solution finding. </b><br />
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<b> </b>Participants often become frustrated with their lists of wild ideas. There needs to be a clear break so that the ideas can now be narrowed down to those few that will have the most impact on the problem. At this time participants need rules and guidelines to help them evaluate.<br />
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Our CEO was concerned that brainstorming would only lead to off-the-wall ideas that wouldn’t be practical or feasible. With that in mind, we agreed in advance on a few rules that we could use to evaluate ideas after the ideation stage. Basically we created a stage-gate situation—where ideas had to pass strict criteria to make it through the gates—until only a few were left standing at the end.<br />
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<b>6: Implementation. </b><br />
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Once the brainstorming ends and the ideas are prioritized, there needs to be a clear path to action.<br />
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We regularly create one-page plans for our clients for their key projects and accountabilities. Almost any project we’ve ever seen can be summarized in one page using a simple structure that lends itself to visible action and accountability.<br />
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This client came up with a number of options short-listed for implementation. The very process of working together on creating the solution broke down the silos the CEO was worried about. The members were energized to make succeed what they helped create. <br />
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When used well, brainstorming is a genuine team-building exercise as well as a problem solving technique that harnesses the creativity of all the participants.<br />
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<b>Interested in learning more about this topic for your organization? </b><a href="http://www.koliso.com/login.aspx" target="_blank">Contact us.</a><br />
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<a href="http://www.koliso.com/email/05-03-2012.html" target="_blank">Read the rest of our newsletter. ></a><br />
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<a href="http://www.koliso.com/login.aspx" target="_blank">Sign up for our newsletter. ></a>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-15966123655672503802019-03-05T15:51:00.000-06:002019-05-08T13:43:23.388-05:00Coaching For The Government Sector<div style="font-family: ArialMT; font-size: 12px; margin: 0in 0in 0pt;">
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<span style="font-size: 12pt;"><span style="color: black;">Coaching is a ‘helping’ activity that enables individuals to achieve their full potential. Distinct from mentoring, coaching is not based on the coach's subject matter expertise. Rather, it is based on the coach partnering with an individual using established techniques and a thought-provoking, creative process to guide an individual toward their goals. Successful coaching provides a framework and toolbox that an individual can apply to their daily responsibilities to achieve results. </span><span style="color: black;"> </span></span></div>
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<span style="font-size: 12pt;"><span style="color: black;">While many equate coaching with the private sector, coaching is becoming more important in the government sector. Rising service demands, limited budgets and new opportunities require innovation from all levels of the government organization. Coaching government's leaders, managers and contributors helps government meet current challenges and plan for the future. </span></span></div>
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<span style="color: black; font-family: "times new roman"; font-size: small;"></span><span style="color: black; font-family: "times new roman"; font-size: small;"></span><span style="color: black; font-family: "times new roman"; font-size: small;"></span><span style="color: black; font-family: "times new roman"; font-size: small;"></span><br />
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<span style="font-size: 12pt;"><span style="color: black;">To read more about how coaching can achieve results in government see <a href="https://drive.google.com/open?id=0Bz1W5EKGHhwVMTI5ZHNmSV9ldFVwSzl5U3VBdF9CTWNMblVV&authuser=1">Why Coaching for the Government Sector</a></span></span></div>
Davidhttp://www.blogger.com/profile/12183763523045082716noreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-89689115895897434282019-02-21T13:00:00.000-06:002019-05-08T13:41:43.945-05:00Koliso Perspective: The Psychology of Business—More than a Catchy Tagline<style>
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--</style>When most people think of psychologists, two prominent images come to mind: the white-coated research psychologist in a laboratory studying rats in a maze or attaching electrodes to someone’s head and the analytical psychologist providing clinical insights to a patient on a couch or interpreting subconscious behavior. <br />
<br />
Applied psychologists are different. We’re basically scientists trained to apply psychological methods and frameworks to real world issues and problems. <br />
<br />
The founder of applied psychology is not Sigmund Freud but Hugo Münsterberg, a German who immigrated to the United States and taught at Harvard in the beginning of the twentieth century. Münsterberg applied psychology to fields as diverse as legal testimony and confessions, engineering, teaching and business. <br />
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The International Association of Applied Psychologists (IAAP), of which Koliso co-founder David is a member, is the oldest international professional psychological society. How do applied psychologists look at solving real world issues? <br />
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Let’s consider traffic management. The IAAP has a whole division of members devoted to traffic and transport psychology. As trained scientists, applied psychologists look at the interactions between the traffic system, the behaviors of individuals and groups and the social rewards and expectations attached to driving. This has led to insights into the seven E’s of traffic psychology: education, enforcement, engineering, exposure, environment, emergency responsiveness and evaluations*. Education factors in variables such as in-car versus written examinations. Engineering examines effective signage and the response times needed to react to different road conditions. Enforcement looks at different kinds of controls and fines associated with good and bad driving. <br />
<br />
As you can see, psychologists have a much wider influence on traffic management than simply investigating things such as driver road rage. <br />
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In the world of business, applied psychologists look at much more than just choosing the right candidates for jobs (traditional research type “test and tell” work) or helping employees deal with workplace stress (traditional counseling type roles). <br />
<br />
<a href="http://www.koliso.com/welcome/index.html">Business is a series of interactions not just for the benefit of one person or the other, but voluntarily entered into for the benefit of both parties</a>. It’s a system where motivations, expectations, the environment and the way the work is engineered play a significant part in the value of the exchange and how satisfied each party will be. <br />
<br />
At different times the psychology of business focuses on the employees of the business, their customers and their community. It can include everything from recruitment, selection, training, performance appraisal, job satisfaction, motivation, engagement, productivity, work behavior, stress at work, reactions to change and effective management. <br />
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Applied psychologists are most effective in organizations where human capital is greatly valued: technology jobs, service industries, professional practices and other places where highly skilled employees are central to the business. Applied psychologists are trained to be methodical in their approach, look for predictable outcomes, and evaluate their success with measurable evidence. <br />
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<br />
<a href="http://www.koliso.com/email/08-12.html" target="_blank">Read the rest of the newsletter. </a><br />
<br />
Interested in learning more about this topic for your organization? <a href="http://www.koliso.com/login.aspx" target="_blank">Contact us.</a><br />
<br />
<a href="http://www.koliso.com/login.aspx" target="_blank">Sign up for our newsletter. ></a><br />
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<span style="font-size: x-small;"><br />* Porter, Bryan E.. Handbook of traffic psychology. London: Academic Press, 2011. </span><br />
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-28711235656860195702019-01-29T11:09:00.000-06:002019-05-08T13:42:19.080-05:00The "Sandwich Approach" Undermines Your Feedback<div dir="ltr" style="text-align: left;" trbidi="on">
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<i><a href="http://blogs.hbr.org/cs/2013/04/the_sandwich_approach_undermin.html" style="color: #da8222; font-weight: normal; text-decoration: underline; word-wrap: break-word !important;" target="_blank">Link to article</a></i><br />
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<br />
<span style="font-family: "arial" , "helvetica" , sans-serif;">Best quotes: “Alex and Stacey, I have some negative feedback to give
you. I'll start with some positive feedback to relax you, and then give
you the negative feedback, which is the real purpose of our meeting.
I'll end with more positive feedback so you won't be so disappointed or
angry at me when you leave my office. How does that work for you?”<br />
<br />
“Effective leaders are transparent about the strategies they use when working with others.”<br />
<br />
This article links last month’s material on <a href="http://blog.koliso.com/2013/04/trust-is-not-trivial-pursuit.html">influence</a> and this
month’s theme of <a href="http://blog.koliso.com/2013/04/trust-is-not-trivial-pursuit.html">trust</a>. Many people think that to successfully influence
someone you need to give a “sandwich” of positive feedback with the
corrective meat in the middle followed by another slice of warm
affirmation.<br />
<br />
I’ve seen many so called experts talk about the power of
sandwiching. In reality it increases anxiety. The receiver can’t rely on
what you saying being the whole of the story and people who use this
strategy definitely aren’t being open about what they are doing.<br />
<br />
There is a much better way to give feedback and this article shows how to use openness and trust to do it.</span></div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-24911040549268629082018-12-04T07:00:00.000-06:002019-05-08T13:44:01.876-05:00High-Maintenance Employees in the Workplace<br />
<br />
What effect does the high-maintenance colleague have in your workplace?<br />
<br />
We're not talking here about the person who is doing bad work or has overtly unacceptable behaviors, such as abuse or intolerance. We're talking about the kind of person most managers describe as high-maintenance because they demand a lot of time without producing a lot of work.<br />
<br />
We have had this issue come up three times with clients in just the last few months. Consider the fictional example of George.<br />
<br />
George is good but not great at his job. He always has questions about how to go about his work, has a pessimistic view of the future and resists change and innovations. His colleagues have to overcome these obstacles to work with him and have to resist arguing with him about his views and behaviors. It should be noted that George's work output is perfectly reasonable.<br />
<br />
<a href="http://faculty.wcas.northwestern.edu/eli-finkel/">Researcher Eli Finkel at Northwestern University</a>, and many others, have looked at the effects conflict and interpersonal friction have on people working on common goals in relationships—and it's not always what you think. The Finkel research is well replicated and the social coordination model is well understood in psychology. We can apply the research in the workplace and come up with some interesting results.<br />
<br />
Managers often feel that the reason for keeping a high-maintenance employee on the team is an issue of diversity or fairness—that it would be unfair to remove someone from the team because of a personality issue. Further, managers often think the issue is one of morale and they can compensate for the Georges of the world by keeping up morale in other ways.<br />
<br />
Finkel's research views the problem more as one of social coordination and self-control. It describes self-control as a limited capacity system that can be run down when taxed too much. High-maintenance interactions put a lot of pressure on the capacity for self-control, and so social friction occurs and workplace coordination breaks down.<br />
<br />
When personality issues are brought to us we look first at the organization to ensure that everything is set up to position the employees for success. Are goals understood? Are the roles clear? Are there effective processes in place? If the answer to these is yes then the personality issue can usually be concluded as the problem. Colleagues can't collaborate with someone if dealing with them results in more self-control than successful outcomes of teamwork.<br />
<br />
We reviewed the workplace, and in George's case the goals, roles and processes were clear. George's behavior was in some way wired-in. As a first step, we advised the managers to bring to his attention the effect he was having on his colleagues. The managers needed to address the situation not as a personality issue, but as specific behaviors that were affecting the ability of his colleagues to collaborate with him.<br />
<br />
In our experience, some people find this behavior extremely hard to change. As a leader you have to balance the work the person is accomplishing against the effect they have on the team and make a decision that is best for everyone. In the last three months one of our Georges resigned, one was terminated and one is making a sincere effort to change based on the feedback and the effect on their colleagues.<br />
<br />
What’s the take away for business? Managing a high-maintenance employee isn't about exerting control over their personality. The right perspective is to view it as setting up a work environment with smooth social coordination so that goals, roles and processes are achieved collaboratively.<br />
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-92104909898925302252018-10-11T10:00:00.000-05:002019-05-08T13:45:21.627-05:00Fight or Flight? What about the Other Five Fs?Have you ever witnessed someone so overcome with road rage you wonder how they function day to day? Or someone at work whose emotions just keep getting in the way of getting things done? There’s a relationship between actions like these and the way people often respond to change.<br />
<br />
Researchers in Emotional Intelligence (EI), often refer to an “Amygdala Hijack.” The amygdala is a part of the limbic system, the “old” part of the brain we have in common with fish, amphibians and reptiles. It is involved in aggression and fear, and partly responsible for laying down extremely basic memories and responses to the environment.<br />
<br />
When stimuli travel through the brain they move from the low levels of the brain, like the limbic system, to the higher levels. This means stimuli reach the parts of the brain responsible for emotions before they reach the higher thinking parts of the brain responsible for conscious thought. This is useful from an evolutionary point of view: we feel before we act. We can move quickly into a “flight or fight” response as soon we feel stressed or threatened and without having to think about it.<br />
<br />
<b>Fight or flight</b><br />
<br />
Fight or flight may be too simple a way to think about responses to change and threatening situations. We know the limbic system influences many functions including long-term memory, hunger, thirst, arousal and pleasure seeking. From our knowledge of other animals’ responses to threat we can expand on fight or flight, and add at least another five Fs. <br />
<br />
The general fight or flight response does two things. It prepares the body in terms of heart rate, breathing, perception and other physical requirements. It also chooses among a range of spontaneous or intuitive behaviors designed to protect the organism from harm. Here’s where the other five Fs occur.<br />
<br />
<b>Freeze, faint, fumble, fidget</b><br />
<br />
Deer in forests know that a sure way to avoid harm is to freeze. It is difficult to track or even see a completely still target at night or against a backdrop of trees and forest. Unfortunately for modern deer, to be frozen in the headlights of a car is no strategy for survival.<br />
<br />
Remember the 50s gangster movie cliché of the escaping convicts freezing in the glare of the prison spotlights, hoping not to be seen. Humans are just as prone as animals to automatically adopt the <b>freeze</b> response. Sometimes it’s not as dramatic as the movies, but anyone who has watched a colleague unable to answer the direct questions of the CEO recognizes the behavior.<br />
<br />
People also sometimes <b>“faint.”</b> Like “playing possum” or feigning death, this doesn’t have to be literal fainting, just the strategy of appearing to be out of it and so not a fair target. Imagine the team member who “fades” or makes themselves unavailable whenever there is work to be done or accountability to be assigned.<br />
<br />
Every sports fan knows the <b>fumble.</b> Humans and other animals respond to a near miss by making repeated grabs and attempts in the hope that sooner or later the ball (or prey or enemy), will stick. Similarly, <b>fidgeters</b> are always on the go. Stress, threats or just heightened arousal pushes them into constant motion, preparing their body to react as quickly as possible in any way that will beat the odds. These behaviors are automatic and often seem outside conscious control.<br />
<br />
<b>OR focus</b><br />
<br />
There is another response that can become equally intuitive and often better serves the purpose in modern life. Eastern religions, sports preparation, anger management counseling and the military are full of examples where repeated attention to the requirements of the environment can train people to intuitively respond to stress, threats or change by heightened <b>focus. </b>The benefits of heightened focus include the sense that “time stands still” and the opportunity to step back and calmly assess the options. <br />
<br />
Most of us know someone who is always cool as a cucumber, the kind of person you want around you in an emergency. Change managers can do the same thing during their change initiatives, helping their staff recognize the common responses to threat and encouraging focus on appropriate outcomes.<br />
<br />
And the application at work? Most of us can relate the seven Fs to the ways people around us respond to change and threatening situations. Managers can guide people to recognize these common responses and focus on appropriate decision making and outcomes. With coaching and self-awareness an enlightened manager can learn how they and their staff can respond with a more focused approach to their rational choices, rather than be slaves to the “amygdala hijack.”Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-19622765492584351892018-09-12T13:00:00.000-05:002019-05-08T13:46:27.801-05:00The Three Basic Interpersonal SkillsThese skills are remarkably easy to learn and practice, and remarkably powerful in the positive effect they have on other people.<br />
<br />
1. Treat everyone as you want to be treated<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>a. With dignity<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>b. And respect<br />
<br />
2. Maintain and enhance other people’s self-esteem<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>a. Be specific<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>b. Be sincere<br />
<br />
3. Always make an effort to make things better<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>a. Focus on the issues, not the people<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>b. Ask for help and engage other people<br />
<br />
<br />
<b>The keys to social success</b><br />
<br />
The basic skills have never changed. Skill number one looks pretty much like the golden rule: do unto others as you would have them do unto you. Almost every religious belief from Christianity to Buddhism to Hinduism and Islam contains something that looks very much like this as a basic moral precept.<br />
<br />
If you have read Dale Carnegie's <i>How to Win Friends and Influence People</i> you will remember that making other people feel good was central to his work. We are wired socially to respond positively to people who make us feel good. We go out of our way to be around them, and we make an effort to help them where we can.<br />
<br />
And speaking of people we want to be around, studies consistently show that individuals who have an optimistic attitude and are focused on making things better are more popular and more successful socially and in business. They are also more successful and happier with their lives than people with pessimistic attitudes. They may see how things are not perfect, yet they put their effort into making them better. They offer and accept help and know the importance of engaging people to want to make things better.<br />
<br />
You can start to see how the three basic interpersonal skills provide a firm springboard from which to deal with other issues. All workplaces and social organizations work best when using the basic interpersonal skills is just a natural part of how things are done every day.<br />
<br />
Start with the basics if you want to look at your personal success, or you want to coach or mentor someone in your organization. Look closely at the basic interpersonal skills. People whose behavior doesn’t reflect the skills will struggle to get things done successfully with other people.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-44642222988080724452018-04-02T07:00:00.000-05:002019-05-08T13:45:51.286-05:00 Influence<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
<div style="background-color: transparent;">
<div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<b id="internal-source-marker_0.3939619765151292" style="font-weight: normal;"><span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Sometimes leadership is about command and control. If the building is burning down the situation calls for someone who can take charge and tell people how to get out. However, a lot of leadership in modern business is about influence. That's a whole different set of skills. Our recent client illustrates the difference. </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></b></div>
<b id="internal-source-marker_0.3939619765151292" style="font-weight: normal;">
<br /><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></b><br />
<div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<b id="internal-source-marker_0.3939619765151292" style="font-weight: normal;"><span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Mike is a business unit leader in a large financial organization. His team of strategic account managers handled client accounts worth millions of dollars. Mike would readily describe the account managers as highly driven professionals and successful in their jobs, but he noticed that they were falling short and not utilizing all the tools and opportunities that he provided for them. </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></b><br />
<b id="internal-source-marker_0.3939619765151292" style="font-weight: normal;"><span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><br /></span></b></div>
<b id="internal-source-marker_0.3939619765151292" style="font-weight: normal;">
</b>
<br />
<div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<b id="internal-source-marker_0.3939619765151292" style="font-weight: normal;"><span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Mike wanted his team to be excellent and he knew that they could achieve higher goals and greater success.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></b></div>
<b id="internal-source-marker_0.3939619765151292" style="font-weight: normal;">
<br /><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></b><br />
<div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<b id="internal-source-marker_0.3939619765151292" style="font-weight: normal;"><span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">He had tried simply telling them what to do differently, setting some very specific incentive programs and showing them how the ideas he had were being used successfully in his old company and elsewhere.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></b></div>
<b id="internal-source-marker_0.3939619765151292" style="font-weight: normal;">
<br /><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span><div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">This approach was not producing the results that Mike was hoping for. His team was appeared receptive and willing to take on board his suggestions and direction, but they didn’t follow through. </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
<br /><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span><div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Mike wondered if it was something to do with his style. Nothing seemed to change what his managers were prepared to do…until he learned one simple tactic…the power of influence.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
<br /><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span><div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Mike’s issue was that he didn’t have the influence to get the results he wanted.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
<div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Psychological studies show that there are seven primary ways to influence people by your behavior.<br class="kix-line-break" /><br class="kix-line-break" />People often rely on only three of these: </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
<br /><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span><div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">1. Authority/Power: Do it because I say so. </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
<br /><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span><div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">2. Scarcity: Do it because I can withhold something you want.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">3. Conditioning: Do it because it’s always worked that way before. </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Many organizations are set up to basically run on these three strategies. </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Mike had used all three but his managers were used to them. There wasn’t anything new that was compelling enough to make them prepared to try something different.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">There are four other influence strategies that are easy, engaging and ethical.<br class="kix-line-break" /><br class="kix-line-break" />They are: </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">1. Affinity: People are wired to respond positively to people they like. Being likable, and demonstrating that you like people, is remarkably influential. </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">2. Social Proof: People tend to act like other people they judge as “good like me.” Providing examples of positive behavior influences people to behave like the role models. </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">3. Virtuous Cycles: People respond positively to the power of give and take. If you start a virtuous cycle you can influence people to respond positively until it becomes “give and take and give and take and.…” </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">4. Commitment and Consistency: People are wired to make good on their commitments and act consistently with their view of themselves. Getting people to take one small step influences them to keep going and take bigger steps. </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Mike’s one simple change in his approach was to get his managers to share one of their success stories at each of their management meetings. The strategy worked on a couple of levels.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
<br /><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span><div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Firstly, the managers found it much easier to tell stories that included their colleagues. They found the exercise increased their teamwork and liking for each other. As a follow on, hearing what others like them had done successfully made them more inclined to try to do the same thing. Certainly, they were more influenced by stories about their peers and each other than what they were told to try by their boss.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
<br /><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span><div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">As the success stories became a common fixture at the management meetings the managers started to look for examples to call each other out for having a good account management idea. That meant that over time they also called on Mike to join in with his ideas.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
<br /><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span><div dir="ltr" style="margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Finally, without the pressure to make big changes from the boss, each of the individuals tried little things and made small experimental adjustments. Once they started the team created a new culture of trying different tactics with clients and sharing their results.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Mike is seen as a good leader with good people skills. Soon after we finished working with him he was promoted to a Regional Vice President, and now he leads a team of business unit leaders. </span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Now that Mike has learned how to use influence to get the best results from his team he is better prepared to help his team not only get the work done, but to also strive for excellence. His style hasn’t changed a lot. Sometimes he still needs to tell people to “just do it”. However, he thinks now about different influence strategies he can use when he wants to build support and get people motivated to try something new.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Being successful at influence is very teachable. It is deeply rooted in what we know about social psychology and how people predictably respond in groups and organizations. This month’s readings and infographic have more information about influence that we regularly build into our client work.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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<span style="background-color: transparent; color: #222222; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Mike*: Real client, changed name.</span><span style="background-color: transparent; color: black; font-family: "calibri"; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"></span></div>
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Unknownnoreply@blogger.com2tag:blogger.com,1999:blog-5261192223322528237.post-16626407157005941762016-06-29T12:25:00.000-05:002016-06-29T12:25:27.601-05:00See Dr. David Farrar Speak About Change<div align="center" class="MsoNormal" style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt; text-align: center;">
<b><span style="color: darkorange; font-family: Helvetica, sans-serif; font-size: 16pt;">Change Their Minds and Change Their World:<o:p></o:p></span></b></div>
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<span style="color: darkorange; font-family: Helvetica, sans-serif; font-size: 14pt;">How Real Estate Professionals Can Lead Change For Clients and Colleagues<o:p></o:p></span></div>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">An international consultant, corporate executive and trained psychologist will speak about the psychology of change and how you can become a change leader in your professional and personal life.</span><span style="font-family: Helvetica, sans-serif; font-size: 11pt;"><s><o:p></o:p></s></span></div>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Successful corporate real estate professionals help clients navigate the stages of change</span><span style="font-family: Helvetica, sans-serif; font-size: 11pt;">. <span style="color: #404040;">How successful would you be if your clients weren’t anxious about change?<o:p></o:p></span></span></div>
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<li class="MsoNormal" style="color: #404040; font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;"><span style="font-family: Helvetica, sans-serif; font-size: 11pt;">People value what they have more than they value what they could gain. Why?<o:p></o:p></span></li>
<li class="MsoNormal" style="color: #404040; font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;"><span style="font-family: Helvetica, sans-serif; font-size: 11pt;">Why do you clients "grieve" a little for their old spaces even when you show them their new spaces?<o:p></o:p></span></li>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Dr. Farrar will discuss how to lead people through change drawing on his experience from leading large corporate change projects</span><span style="font-family: Helvetica, sans-serif; font-size: 11pt;">.<span style="color: #404040;"> You will learn:</span><span style="color: red;"><o:p></o:p></span></span></div>
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<li class="MsoNormal" style="color: #404040; font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;"><span style="font-family: Helvetica, sans-serif; font-size: 11pt;">Six steps that everyone goes through whenever they change.<o:p></o:p></span></li>
<li class="MsoNormal" style="color: #404040; font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;"><span style="font-family: Helvetica, sans-serif; font-size: 11pt;">Jump starting the desire</span><span style="color: windowtext; font-family: Helvetica, sans-serif; font-size: 11pt;"> for </span><span style="font-family: Helvetica, sans-serif; font-size: 11pt;">change.<o:p></o:p></span></li>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Dr. Farrar will provide</span><span style="font-family: Helvetica, sans-serif; font-size: 11pt;"> <span style="color: #404040;">overview of corporate change models and the roles required of change agents and leaders.<s><o:p></o:p></s></span></span></div>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Learn about key topics including:<o:p></o:p></span></div>
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<span style="color: #404040; font-family: Symbol; font-size: 11pt;">·</span><span style="color: #404040; font-size: 7pt;"> </span><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Speaking Corporate Change Language<o:p></o:p></span></div>
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<span style="color: #404040; font-family: Symbol; font-size: 11pt;">·</span><span style="color: #404040; font-size: 7pt;"> </span><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Help Your Clients and Colleagues Embrace Change<o:p></o:p></span></div>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">A hands-on workshop will follow the</span><span style="font-family: Helvetica, sans-serif; font-size: 11pt;"> <span style="color: #404040;">presentation.<o:p></o:p></span></span></div>
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<b><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Dr. David Farrar</span></b><span style="color: #404040;"><o:p></o:p></span></div>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Koliso | The Psychology of Business<o:p></o:p></span></div>
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<strong><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">When:</span></strong> <span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;"><br /></span><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;">Friday, July 15, 2016</span><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;"><br /><br /><strong>Agenda:</strong></span><o:p></o:p></div>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 4pt;"><br /></span><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;">8:00 a.m. – Registration/Continental Breakfast<o:p></o:p></span></div>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;">11:30 a.m. – Boat departs</span><span style="font-family: Helvetica, sans-serif; font-size: 9.5pt;">/Lunch Served<span style="color: #404040;"><o:p></o:p></span></span></div>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;">1:30 p.m. – Boat returns to dock<o:p></o:p></span></div>
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<br /></div>
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<strong><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Where:</span></strong><span style="font-size: 9.5pt;"><o:p></o:p></span></div>
<div class="MsoNormal" style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;">
<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;">Bayview Event Center<o:p></o:p></span></div>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;">687 Excelsior Blvd.<o:p></o:p></span></div>
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<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;">Excelsior, MN 55331<o:p></o:p></span></div>
<div style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;">
<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;"> </span><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 6pt;"> </span><span style="font-family: Helvetica, sans-serif; font-size: 9.5pt;"><o:p></o:p></span></div>
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<strong><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Cost:</span></strong><span style="color: red; font-family: Helvetica, sans-serif; font-size: 11pt;"><br /></span><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;">Members: </span><span style="font-family: Helvetica, sans-serif; font-size: 9.5pt;">$50.00<span style="color: #404040;"><br />Non-Members: $</span>100.00<span style="color: red;"><o:p></o:p></span></span></div>
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<br /></div>
<div style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;">
<b><span style="font-family: Calibri, sans-serif; font-size: 11pt;">CORENET HAS APPLIED FOR REAL ESTATE CREDITS FOR THIS PROGRAM.<o:p></o:p></span></b></div>
<div style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 12pt;">
<span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;"><br /><strong>Cancellation Policy: </strong></span><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;">If you need to cancel your registration, you must contact the Midwest Chapter Office by Tuesday, July 12, 2016, to receive a full refund. Unfortunately, cancellations after that time will not receive a refund. Unpaid cancellations and no-shows will be invoiced.</span><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;"><br /><br /><strong>Late Policy: </strong></span><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 9.5pt;">Please be aware that registrations received after the July 12 deadline will be charged a $10 late fee.<o:p></o:p></span></div>
<div style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;">
<br /></div>
<br /><div style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;">
<strong><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">July Featured Sponsor:</span></strong><o:p></o:p></div>
<div style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;">
<strong><span style="color: #404040; font-family: Helvetica, sans-serif; font-size: 11pt;">Gardner Builders</span></strong></div>
<div style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;">
<br /></div>
<div align="center" style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt; text-align: center;">
<br /></div>
<div style="font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;">
<b><i><span style="font-family: Helvetica, sans-serif; font-size: 18pt;"><a href="https://resources.corenetglobal.org/Login.aspx?ReturnURL=h8fqfONcq5l%2f21MAxasolNTaCzDRXSq4rdzR5mQu9ag2MomViyGpcWrK9xkGlzSx" style="color: purple;">Click here<span style="font-size: 27pt; font-weight: normal;"> </span><span style="font-weight: normal;">to register!</span></a><strong><span style="color: #404040;"> </span></strong></span></i></b></div>
Ghttp://www.blogger.com/profile/10438608748281975916noreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-2655635988736402422015-04-15T09:15:00.000-05:002015-04-17T14:04:57.986-05:00 Trust Is Not a Trivial Pursuit<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: Arial,Helvetica,sans-serif;">Imagine
you’re going to hire a babysitter, pet sitter or dog walker. Obviously they
have to be trustworthy before you let them come into your home and care for
your precious one.</span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;">Over the
years it has become increasingly obvious to me that the basis of every
relationship at work is that same level of trust.<span style="mso-spacerun: yes;"> </span>The presence or absence of trust
fundamentally determines whether the relationship will work.</span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;">The caregiver
has to demonstrate the four aspects of trust before you’ll hire them. </span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
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<ol style="text-align: left;">
<li><span style="font-family: Arial,Helvetica,sans-serif;">You
have to be sure they can do the job in the sense of being competent to watch,
pay attention, keep your loved one safe and deal with any issues that arise. </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">You
have to be sure you can rely on them in the sense of them being willing and
available when you need them. </span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">You’ll
be more comfortable trusting them if you can check in on what they’re doing,
maybe by phoning in or observing what they do with your loved one before you
leave them alone together.</span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">And
finally, you have to trust that if there is anything you haven’t thought of
they are the kind of person who will do the right thing without having to be
told.</span></li>
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<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><b>Trustworthy
people are Competent, Reliable, Open and Principled.</b></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;">When trust is
present relationships generate a “high trust dividend” that can be measured in
terms of time, money and well being.<span style="mso-spacerun: yes;"> </span>High
trust maximizes the potential for faster, more profitable and happier
relationships.<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;">The absence
of trust means that things go more slowly, less profitably and less
happily.<span style="mso-spacerun: yes;"> </span>Low trust generates a significant
relationship penalty that can be seen and felt.</span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><b>Being
trustworthy</b></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;">Thinking of
trust this way makes trust concrete.<span style="mso-spacerun: yes;"> </span>It
enables you to measure, investigate and demonstrate trust.<span style="mso-spacerun: yes;"> </span>There should always be a positive outcome in
each of the four areas.<span style="mso-spacerun: yes;"> </span>A lapse in any
area causes suspicion and lowers the confidence you have in the
relationship.<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;">Sensible
people neither trust too much or too little.<span style="mso-spacerun: yes;">
</span>Using “smart trust” they actively engage in high trust relationships
with high trust dividends.<span style="mso-spacerun: yes;"> </span>They ask
probing questions that test the relationship and hold people accountable for
lapses.</span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><b>Collecting
the trust dividend…</b></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;">People who
invest in trust collect dividends:<span style="mso-spacerun: yes;"> </span>their
relationships are richer and more rewarding in terms of time, money and well-being.<span style="mso-spacerun: yes;"> </span>People who are trusted find it easier to get
things done with others and have a knack for finding common ground with people
of all kinds.<span style="mso-spacerun: yes;"> </span>They usually have a
supportive network in place to help them when the time for action comes.<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;">When people
are trusted it is easier for them to make connections and motivate others
toward a common vision.</span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;">Once you
start thinking about trust in this way it is easier to build trust into every
part of your life.<span style="mso-spacerun: yes;"> </span>At work you can
eliminate policies and ways of doing business that erode trust.<span style="mso-spacerun: yes;"> </span>How does the performance appraisal system,
budget review process or hiring procedure contribute to trust?<span style="mso-spacerun: yes;"> </span>Are policies as open as the limits of
confidentiality allow, or do they encourage secrecy and suspicion?<span style="mso-spacerun: yes;"> </span>Do you include issues of trust in vendor and
supplier decisions?</span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><b>…and how
to do it</b></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;">When we work
with clients we help them see that trust doesn’t just happen.<span style="mso-spacerun: yes;"> </span>Trust needs to be pursued and built in a
purposeful way into every aspect of an organization. We help clients “bake in”
trust so their organizations are happier places to work with better business
results. <a href="http://www.blogger.com/null" name="_GoBack"></a></span></div>
<div class="MsoNormal">
<span style="font-family: Arial,Helvetica,sans-serif;"><br /></span></div>
<div class="MsoNormal">
<br /></div>
</div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-90127513934091015542014-10-13T10:31:00.000-05:002014-10-13T10:31:08.121-05:00Five Best People Practices from Australia's Best Workplace<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: left;">
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Australia's annual Best Places To Work survey named a 203 person trading company in number one position showing you don't need lots of money and resources to create an engaged, profitable workforce.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Five of the best practices: </span><br />
<br />
<ul style="text-align: left;">
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">A solid on boarding program with a "buddy system" to show new employees how things work around here. </span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Ethics training </span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">An open door policy with minimal red tape. </span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Cultural fit and a respect for diversity </span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">"Customization" of the workplace to provide flexibility around hours, location and other factors that enable employees to contribute their best. </span></li>
</ul>
<br /></div>
<div>
<div>
<div style="text-align: left;">
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Read the full article <a href="http://www.theage.com.au/executive-style/management/australias-best-place-to-work-revealed-20130626-2owyh.html#ixzz2XKyNABS7">here</a></span><span class="Apple-style-span" style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif;">.</span></div>
<div>
</div>
</div>
</div>
</div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-34971737402464052462014-10-01T15:24:00.000-05:002014-10-02T10:50:38.509-05:00Koliso News: Does Your Leadership Team Question Your Investment In People?<br />
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<span style="color: #595959; font-family: Arial;">In the last few years
Genevieve and I have worked with a number of clients involved in buying and
selling businesses. Let us tell you, business investors don’t buy companies … they
buy good business assets and excellent management teams. A key theme in buying businesses
is using people skills to leverage financial and physical resources.<span style="font-size: 13pt;"><o:p></o:p></span></span></div>
<!--EndFragment--><span style="font-family: Arial;"><span style="color: #444444;"><br /></span></span>
<span style="font-family: Arial;"><span style="color: #444444;">People plans are
critical. We’ve developed a checklist of seven ways to demonstrate the value of
an organization’s people plans. </span><span style="color: #595959;"><o:p></o:p></span></span></div>
<div class="MsoNormal" style="color: #333333; line-height: 18px;">
<br /></div>
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<span style="font-family: Arial;"><span style="color: #444444;">Cash flow, return on net or gross investment,
net present value: there are many ways to put a financial measure on the value
of a business. Like most owners, we know their business is worth more than just the
value of the assets alone. <o:p></o:p></span></span></div>
<div class="MsoNormal" style="line-height: 18px;">
<br /></div>
<div class="MsoNormal" style="line-height: 18px;">
<span style="font-family: Arial;"><span style="color: #444444;">We tell our clients, “The soft stuff <i>is</i> the
hard stuff.” <o:p></o:p></span></span></div>
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<br /></div>
<div class="MsoNormal" style="line-height: 18px;">
<span style="font-family: Arial;"><span style="color: #444444;">Do bottom-line driven lawyers, investment
analysts and merchant bankers think the same way we do? It turns out the answer
is “yes”. <o:p></o:p></span></span></div>
<div class="MsoNormal" style="line-height: 18px;">
<br /></div>
<div class="MsoNormal" style="line-height: 18px;">
<span style="font-family: Arial;"><span style="color: #444444;">It is the management team that leverages good
assets and makes them great. The people stuff is the stuff that makes the other stuff work.<o:p></o:p></span></span></div>
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<br /></div>
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<span style="font-family: Arial;"><span style="color: #444444;">We work with attorneys and merchant bankers who specialize in mergers and acquisitions. Here’s what we can share from how business
leadership teams are evaluated in mergers and acquisitions. This is what people
plans should be achieving and <b style="mso-bidi-font-weight: normal;">t<span style="mso-bidi-font-weight: bold;">hese top seven tips apply to every management
team: </span></b><o:p></o:p></span></span></div>
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<div class="MsoNormal" style="line-height: 18px;">
<span style="font-family: Arial;"><span style="color: #444444;">1. Build your team for what you need in five
years, not just what you need today. If you have a good organization and you
expect it to grow, you need to find people who will want to stay and build the
business you want. Don’t fill today’s holes; grow tomorrow’s top performers.<o:p></o:p></span></span></div>
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<br /></div>
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<span style="font-family: Arial;"><span style="color: #444444;">2. Measure everything, and show progress. The
saying “nothing succeeds like success” is true. Investors look for teams that
know what success looks like and aim for it with clarity and purpose. Measure
the few things that make the most difference in the success of the business.
This means more than just budgets. Show progress with specific key performance
indicators that keep everyone on track and focused.<o:p></o:p></span></span></div>
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<span style="font-family: Arial;"><span style="color: #444444;">3. Hit the numbers! Set reasonably ambitious
goals and make a habit of exceeding them. Big, audacious goals? Not
necessarily. There is good research that shows that high achievers (individuals
or teams) don’t set seemingly brave goals and then pull rabbits out of hats.
Instead they make continuous improvements by hammering away at the few things
that make a difference every day and relying on the equivalent of compound
interest to turn their efforts into gold.<o:p></o:p></span></span></div>
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<span style="font-family: Arial;"><span style="color: #444444;">4. If you fail, at least earn the failure
dividend. What is the failure dividend? If you miss your targets, you’ve
already paid the price; don’t pay twice by failing to learn from mistakes. Good
management teams methodically review failures so they know better for next
time.<o:p></o:p></span></span></div>
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<span style="color: #444444;"><b><span style="font-family: Arial;">Here are three additional tips that apply
specifically to teams that might end up as part of a merger,</span></b><span style="font-family: Arial;"> <b>venture
or acquisition but which you can adapt for any team:</b><o:p></o:p></span></span></div>
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<span style="font-family: Arial;"><span style="color: #444444;">5. Have a good advisory board with good
governance. An investor likes to know that the performance they see will
reasonably continue into the future. A good advisory board not only brings in
outside thinking, it also provides a structure for decision-making and
continuity for the future.<o:p></o:p></span></span></div>
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<span style="font-family: Arial;"><span style="color: #444444;">6. Make sure the key performers have some
skin in the game. Someone who is investing time and money to make an M&A or
joint venture successful wants to be certain the people crucial to success are
just as motivated as they are. Key players need to be engaged by mid- to
long-term incentives tied to organization and individual performance.<o:p></o:p></span></span></div>
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<span style="font-family: Arial;"><span style="color: #444444;">7. Make sure people are rewarded for building
and maintaining successful relationships. When circumstances change it’s
important that the key performers have a network of supportive relationships to
help them adapt quickly. Encourage staff to make new relationships in the new
organization and ensure there are people in place who can handle the changing
client relationships with skill and grace.<o:p></o:p></span></span></div>
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<span style="font-family: Arial;"><span style="color: #444444;">That’s it—seven key factors to maximize the
effect of your people plan on the value of your business. So to demonstrate the value of your investment in
people:<o:p></o:p></span></span></div>
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<div class="MsoListParagraphCxSpFirst" style="text-indent: -0.25in;">
<div style="line-height: 18px;">
<br /></div>
<ol>
<li style="line-height: 18px;"><span style="color: #444444; font-family: Arial; text-indent: -0.25in;"> </span><span style="color: #444444; font-family: Arial; text-indent: -0.25in;">Show
your people plan for the future</span></li>
<li><span style="color: #444444; font-family: Arial; text-indent: -0.25in;"><span style="line-height: 18px;"> </span><span style="font-family: 'Times New Roman'; line-height: normal;"> </span></span><span style="color: #444444; font-family: Arial; line-height: 18px; text-indent: -0.25in;">Show
the metrics that drive the business</span></li>
<li><span style="color: #444444; font-family: Arial; text-indent: -0.25in;"><span style="line-height: 18px;"> </span><span style="font-family: 'Times New Roman'; line-height: normal;"> </span></span><span style="color: #444444; font-family: Arial; line-height: 18px; text-indent: -0.25in;">Show
how you’re hitting the numbers and making progress</span></li>
<li><span style="color: #444444; font-family: Arial; text-indent: -0.25in;"><span style="line-height: 18px;"> </span><span style="font-family: 'Times New Roman'; line-height: normal;"> </span></span><span style="color: #444444; font-family: Arial; line-height: 18px; text-indent: -0.25in;">Show
your people are accountable and learn from mistakes</span></li>
<li><span style="color: #444444; font-family: Arial; text-indent: -0.25in;"><span style="line-height: 18px;"> </span><span style="font-family: 'Times New Roman'; line-height: normal;"> </span></span><span style="color: #444444; font-family: Arial; line-height: 18px; text-indent: -0.25in;">Show
you have good advisors, decision making processes and good governance</span></li>
<li><span style="color: #444444; font-family: Arial; text-indent: -0.25in;"><span style="line-height: 18px;"> </span><span style="font-family: 'Times New Roman'; line-height: normal;"> </span></span><span style="color: #444444; font-family: Arial; line-height: 18px; text-indent: -0.25in;">Show
how the behavior you’re getting is the behavior you’re rewarding</span></li>
<li><span style="color: #444444; font-family: Arial; text-indent: -0.25in;"><span style="line-height: 18px;"> </span><span style="font-family: 'Times New Roman'; line-height: normal;"> </span></span><span style="color: #444444; font-family: Arial; line-height: 18px; text-indent: -0.25in;">Show
the network of supportive relationships that build and maintain your success</span></li>
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<br /></div>
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<span style="font-family: Arial;"><span style="color: #444444;">Click</span></span><span style="color: #444444; font-family: Arial;"> </span><u style="color: #444444; font-family: Arial;"><a href="mailto:info@koliso.com" target="_blank">here</a></u><span style="color: #444444; font-family: Arial;"> </span><span style="color: #444444; font-family: Arial;">if you’d like our discussion paper and a checklist for your next people plan discussion.</span><span style="color: #444444; font-family: Arial;"> </span></div>
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Davidhttp://www.blogger.com/profile/12183763523045082716noreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-32505761384651025222013-05-23T13:48:00.001-05:002013-08-05T22:15:22.788-05:00Don’t Let Your Board Get Bored…<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: left;">
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"></span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">You may work with a formal board as part of the legal requirements of your organization. Alternatively, you may have a leadership team that acts as a board of management. Or…you may have what many of our clients have: an informal “advisory committee” that oversees the general direction of your work. </span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">All of these kinds of boards should have “psychological ownership” of the work i.e. they should feel involved and sufficiently invested in success to be motivated to bring their discretionary effort. </span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">And we know that psychological ownership means your board is more likely to “stay, say and support” i.e. stay with you through the tough times as well as the good, say good things about you to others, and support you with their time, money and best efforts.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">A couple of signs of a board that is not going to stay, say and support are when they nod off during meetings, (or text, or step out for phone calls), leave early, cancel regular meetings or maybe even don’t show up.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">How the management / board meetings are conducted makes a significant difference to how much the board members feel engaged and feel psychological ownership of the work. If you observe one or more of these behaviors creeping into the dynamic of your board interactions, here are a couple of ideas to improve your meetings.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">First…make sure you run a good meeting! Agendas, starting and stopping on time, good notes and follow up aren’t “nice to haves”, they’re essential.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Next, if you have these basic items squared away or you had this problem and addressed it - then: </span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">1.If you have a series of routine or regular items, like approving past decisions, approving the financial records and similar, try bundling them up into one agenda item for group approval. Send out the relevant documents ahead of time.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">2.Don’t just have decisions and information sharing. Ensure part of the meeting is discussion and dialog where the chair ensures everyone participates and gets to air their views.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">3.Trainers know that breaking a large group into a number of smaller groups gets the conversation going. Have the board split into twosomes or threesomes and report back on their conclusions.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">4.You have a board chair don’t you? Someone needs to keep the board on track and ensure the timings and agenda are followed. If you want to participate fully consider using an outside facilitator. This is something we often do for boards and committees…an experienced facilitator knows when to get the group moving and when to allow more time for discussion. Even simple group activities such as brainstorming and after action reviews go better when run by an experienced facilitator.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">5.If you don’t have an outside facilitator make sure the board chair is truly focused on running a sharp meeting and getting everyone involved.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">6.Consider getting away from it all! Get out of the office where distractions happen.Try a change of scene just to get people thinking a little differently and with a different focus.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">7.Offer up some big, meaty issues for discussion and decisions. An organization we know that focused largely on clientele from one ethnic background had to consider whether to stay true to their community roots or offer their services to disadvantaged clients from outside their community who needed their help. Another internal HR department raised the issue of moving entirely to “fee for service” provision of HR to their internal clients. As you can imagine, these topics lit up the board discussions considerably.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">8.We see a lot of board and advisory committee meetings where the agenda and board packet really don’t provide the members with a lot of background and reason to attend. Make sure the materials sent ahead of the meeting are compelling! If you want to ensure they read the materials assign a section of the pack to each board member for them to provide a two minute summary for the group.</span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">9.Set a standard time frame for board review and tenure, say every three years. This way you can review where the organization has developed and adjust the board dynamic. </span><br />
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">10.Alignment with the organizational mission. Practical understanding that the strategic plan will have clear line of sight to all individuals in an organization. Some strategic plans are intentionally vague to allow the organization to make decisions. Other plans drill down to make the intentions specific. In this case, just ensure the specific are realistic and achievable.</span><br />
</div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-83823478906947420622013-05-09T11:37:00.000-05:002013-05-16T11:44:31.269-05:00Lessons for Business From Creative Researchers <div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: left;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="background-color: transparent; color: black; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;"></span></span></div>
<div style="line-height: 1; margin-bottom: 0pt; margin-top: 0pt; text-align: left;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">What
if an MRI machine could cost one or two thousand dollars instead of one
or two million? </span></span></span></div>
<div style="line-height: 1; margin-bottom: 0pt; margin-top: 0pt; text-align: left;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><br /></span></span></div>
<div style="line-height: 1; margin-bottom: 0pt; margin-top: 0pt; text-align: left;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">What if we could use enzymes to predict and maybe treat
ovarian and breast cancers before they even started to grow? </span></span></span></div>
<div style="line-height: 1; margin-bottom: 0pt; margin-top: 0pt; text-align: left;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><br /></span></span></div>
<div style="line-height: 1; margin-bottom: 0pt; margin-top: 0pt; text-align: left;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">What if
just by timing the delivery of medicine we could make $500 per
month cancer drugs as effective as $35,000 per month drugs?</span></span></span></div>
<div style="text-align: left;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><br /></span></span></div>
<div style="line-height: 1; margin-bottom: 0pt; margin-top: 0pt; text-align: left;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">We
recently had the pleasure of being part of an audience of exceptional
researchers, scientists and entrepreneurs hosted by the University of
Minnesota and Mayo Clinic and these were some of the projects they shared.</span></span></span></div>
<div style="text-align: left;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><br /></span></span></div>
<div style="line-height: 1; margin-bottom: 0pt; margin-top: 0pt; text-align: left;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">What
really impressed us was their focus, determination and drive for
excellence. In many organizations any change
or innovation has to get past a lot of history, resistance and
tradition. These people were all passionately getting on with making the
world a better place as best they were able.</span></span></span><br />
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><br /></span><span style="font-size: small;">
<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;"> </span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;">Something for many business organizations to think about.</span></span></span><br />
<br /></div>
<div style="text-align: left;">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUdLiMIwjkv2jzapGb0hPmmdJpboaGhtk2ijBPcZxFARQZRQ_yEyypw7VbQFDoC8XQVohxTb0-0zk2rQhUWsncugy4jZeXOnoKou4aPu6U-rtlfCn2cecta6boiLI-0BXaNRBJyTYrHaM/s1600/photo.JPG" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUdLiMIwjkv2jzapGb0hPmmdJpboaGhtk2ijBPcZxFARQZRQ_yEyypw7VbQFDoC8XQVohxTb0-0zk2rQhUWsncugy4jZeXOnoKou4aPu6U-rtlfCn2cecta6boiLI-0BXaNRBJyTYrHaM/s400/photo.JPG" width="400" /></a></div>
<span style="font-family: Arial,Helvetica,sans-serif;"><br /><span style="background-color: transparent; color: black; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;"></span><span style="background-color: transparent; color: black; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline;"><br /> </span></span><br />
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-5369410625707564272013-04-11T10:10:00.001-05:002013-04-11T10:12:07.117-05:00Why Command and Control Leadership is Here to Stay<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-family: Arial,Helvetica,sans-serif;"><br />Just in case you think the psychology of business is all warm and fuzzy we had to throw this article into the mix. <br /><br />Most of us like to think we’re collaborative, participative kinds of leaders. In fact, as this article shows, most of us in our leadership training were exposed to the idea that as our colleagues mature we should do less telling and more selling.<br /><br />Well, command and control isn’t dead. Sometimes you need to "just tell ‘em." The best thing about this <a href="http://blogs.hbr.org/cs/2012/09/why_command_and_control_leadership_is.html">article </a>from the Harvard Business Review is that it implies that if we divide leaders into collaborators and the autocrats, one group finds it easier to become more like the other. <br /><br />I bet it’s not the one you think it is.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-32091335094451465562013-03-15T09:18:00.000-05:002013-03-15T09:20:10.315-05:00Koliso Pinterest Board<div dir="ltr" style="text-align: left;" trbidi="on">
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Because people like to learn in different ways, we have a
<a href="http://pinterest.com/koliso/">Pinterest</a> page for clients and others who like pictures, infographics and
charts<span style="color: #1f497d;">.</span></div>
<br />
We collect our own material and the best related material we see that is publicly available on the internet. On our boards you can find material about the psychology of leadership, change, entrepreneurship and more.<br />
<br />
You can also find out more about us and our clients.<br />
<br />
<span style="font-family: Arial,Helvetica,sans-serif;">Enjoy.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-83291673460426358712013-03-07T14:06:00.000-06:002013-03-07T14:26:55.364-06:00Where Workplace Perks Can Backfire<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">"You'd better do good work. Look at all the nice things
we've given you."</span></span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">We
experienced this almost exact conversation with a recent client.The
bottom line was the leaders felt cheated because they’d created
what they thought was a wonderful workplace and the employees still
weren’t
happy or high performing.</span></span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">In this <a href="http://www.theage.com.au/executive-style/culture/why-work-perks-can-backfire-20121217-2bizi.html">article</a> experts talk about providing the sort of
workplace benefits that are aimed at making employees happy and productive. As
many of these examples show, the problem is that trying to get people to be
more productive just by making them happier doesn’t work.</span></span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">People don't do good work because they're happy. Generally
speaking, people are happy because they do good work.</span></span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">Good work for most people is work that engages them to bring
their extra efforts over and above the minimum required to keep their job. We
know enough about the psychology of motivation to know this. </span></span><span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">You can motivate people in the short term by
extrinsic rewards and punishments. Things such as raises, disciplinary action,
valet services, demotions, trips and boutique beer nights will all have a short
term effect on performance.</span></span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">Long-term motivation leading to the highest performance
comes from intrinsic motivators. Most of us do our best work when the nature of
the work itself brings out the best in us regardless of what we get in
exchange. </span></span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">Don't put in a new foosball machine or office coffee maker.
People respond best when given opportunities to exercise freedom, use their creativity,
master a challenge, or work for a worthwhile mission<a href="http://www.blogger.com/blogger.g?blogID=5261192223322528237" name="_GoBack"></a>.</span></span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"> <i>Want to know more
about generating intrinsic motivation with your employees and improving both
productivity <u>and</u> satisfaction? Contact </i><a href="mailto:genevieve@koliso.com"><i>genevieve@koliso.com</i></a></span></span></div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-33180432447597798152013-02-26T12:32:00.000-06:002013-02-28T08:59:59.567-06:00Case Study:Incorporating Psychology Design Factors Into a Mixed Business Office and Retail Space<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: Arial,Helvetica,sans-serif;">We have been clients of <a href="http://www.martinpatrick3.com/">Martin Patrick </a>3 since the
time we walked into their first retail space and fell in love with their
design and creativity. Since then we are proud to have had them as
clients of ours as well. Here,<a href="http://www.linkedin.com/pub/dana-swindler/5/202/b5a">Dana Swindler</a>, CFO, tells a little of
their recent redesign bringing together their retail space, design
studio and offices.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>>History </b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">In 2010 we
made a decision to combine three disparate businesses into one location, Walsh
Design Group, ID Inside Design and Martin Patrick 3. The goal was to have customers and clients
seamlessly move from one to another without really knowing they were
transitioning from one store to the other.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>>Issue</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">In late 2011
we noticed that customers and clients were physically stopping at the ID Inside Design side and looking in, but not often going into the space.</span><span style="font-family: Arial, Helvetica, sans-serif;"> </span><span style="font-family: Arial, Helvetica, sans-serif;">We also felt that the lines between Walsh Design
Group and ID Inside Design were too stark as well and needed attention.</span><span style="font-family: Arial, Helvetica, sans-serif;"> </span><span style="font-family: Arial, Helvetica, sans-serif;">For some reason, an “invisible wall”
separated these entities, and prevented interaction.</span></div>
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<b><span style="font-family: Arial, Helvetica, sans-serif;">>Solution<o:p></o:p></span></b></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">We added approximately 2,400 square feet and redesigned the
customer flow as well as the work spaces to encourage more exploration and
cross-over between Martin Patrick 3 and ID Inside Design, specifically. The new space was designed to blur the lines
between each of the three entities; we wanted people to move through without
realizing it and to interact with everyone.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Walsh Design Group was opened up in several directions to be
part of the ID Inside Design space, as well as allow private work spaces to be
seen from both selling floors.The
objective was to pique customers’ curiosity about what they see, to pull them
into areas where they would normally not go, and cause them to ask more
questions. For example, we now have more
customers asking if we do interior design work, customer furniture, etc., which
has led to additional work. In addition,
customers feel more compelled to shop at ID Inside Design from Martin Patrick 3
and vice versa. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">The floor and base color pallet continued into the new
space. Several walls were removed or
reinstalled at angles to encourage looking from one space into the other. </span><span style="font-family: Arial, Helvetica, sans-serif;">A decision was made to keep the</span><span style="font-family: Arial, Helvetica, sans-serif;"> music the same in all three
areas, to maintain the connection between them.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">These photos show you how the client created interest and harmony within their space. </span></div>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg-4DqVegjWsm9gDD1VrkmOxvGANhaZo44-6RZVlzGhWh0v3f46Zdz27cEpqwcJSoLWuvGOCG0X7UTTMRP-1X3ZBcklZRg7TJtlIQOAdDegmbdMhF5ZNH31K0Z8K3un9o9dIjRBjs-CmYY/s1600/martinpatrick3_test-38+(1).jpeg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg-4DqVegjWsm9gDD1VrkmOxvGANhaZo44-6RZVlzGhWh0v3f46Zdz27cEpqwcJSoLWuvGOCG0X7UTTMRP-1X3ZBcklZRg7TJtlIQOAdDegmbdMhF5ZNH31K0Z8K3un9o9dIjRBjs-CmYY/s400/martinpatrick3_test-38+(1).jpeg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: Arial,Helvetica,sans-serif;">Martin Patrick 3 / Walsh Design / ID Inside Design</span></td></tr>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5hxYSW6ZJ08aP5GLFwZwIz17ifh-tABdUvX3rUCEb-iRPCM7JvyWuXiWuhE3E0VAFsinrTHt3bcdAli2eV3pED5hHMQT_GTcNa859gWwppmvO1d2nHW5PDtpKqAMRt-qvb71pM9ylU3U/s1600/martinpatrick3_test-6+(1).jpeg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5hxYSW6ZJ08aP5GLFwZwIz17ifh-tABdUvX3rUCEb-iRPCM7JvyWuXiWuhE3E0VAFsinrTHt3bcdAli2eV3pED5hHMQT_GTcNa859gWwppmvO1d2nHW5PDtpKqAMRt-qvb71pM9ylU3U/s400/martinpatrick3_test-6+(1).jpeg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: Arial,Helvetica,sans-serif;">Martin Patrick 3 / Walsh Design / ID Inside Design</span></td></tr>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjNDNuvOYJh6O6IBltbqymqOvXP_o0h1AJwlWDxYL2INQneY4WeSXkCmFOSqmhnC3TNjV7jttkOHsJcA43mtwVm-KWd_mKZdCivMqXLMoDl-3uPcAzpBovbQAVOkvIyQu5Br5fALf1-HyE/s1600/martinpatrick3_test-43.jpeg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjNDNuvOYJh6O6IBltbqymqOvXP_o0h1AJwlWDxYL2INQneY4WeSXkCmFOSqmhnC3TNjV7jttkOHsJcA43mtwVm-KWd_mKZdCivMqXLMoDl-3uPcAzpBovbQAVOkvIyQu5Br5fALf1-HyE/s400/martinpatrick3_test-43.jpeg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: Arial,Helvetica,sans-serif;">Martin Patrick 3 / Walsh Design / ID Inside Design</span></td></tr>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-40556649886673005422013-02-14T08:47:00.001-06:002013-02-14T08:48:57.876-06:00Move Over Economists: We Need a Council of Psychological Advisers<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">Much of governing involves predicting behavior or getting people to change it. In this <a href="http://www.theatlantic.com/politics/archive/2012/11/move-over-economists-we-need-a-council-of-psychological-advisers/265085/">article</a> The Economist magazine argues that our economy needs a Council of Psychological Advisers -- what they call a new body that would parallel and complement the Council of Economic Advisers.<br /><br />The Economist says we should bring actual experts on human behavior into the most senior levels of conversation about how to change human behavior.<br /><br />We agree. The article outlines many areas of our society where a psychological perspective can help from savings and investment through to teaching, health care, and climate change.<br /><br />In business we see this play out all the time. A psychological perspective adds a scientific insight into behavior to the thinking of managers, lawyers, and accountants in all sorts of industries and organizations. We're pleased to see the same happening on a broader scale in economics and politics.</span></span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-20935003425601728262013-02-07T09:13:00.000-06:002013-02-07T09:13:55.821-06:00Psychologists Understand How Workplaces Work<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-family: Arial,Helvetica,sans-serif;"><br />That's why The American Psychological Association have launched a new online resource at <a href="http://apaexcellence.org/">apaexcellence.org</a> </span><br />
<br />
<span style="font-family: Arial,Helvetica,sans-serif;">The site contains:</span><br />
<ul style="text-align: left;">
<li><span style="font-family: Arial,Helvetica,sans-serif;">Good Company newsletter, blog and podcast, featuring tips, tools and other resources to help employers create a healthy, high-performing work environment</span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">A searchable database of professional, academic and popular press literature related to employee well-being and organizational performance</span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">Case examples and best practices from award-winning organizations</span></li>
<li><span style="font-family: Arial,Helvetica,sans-serif;">A calendar of events with information about conferences from a variety of disciplines</span></li>
</ul>
<br />
<span style="font-family: Arial,Helvetica,sans-serif;">At Koliso we like the idea that there is a huge store of academically verified, real work examples and cases illustrating how to make your organization more effective. </span><br />
<br />
<span style="font-family: Arial,Helvetica,sans-serif;">We always use widely accepted processes to help our clients. A resource like this helps us and our clients understand how the science of human behavior can be applied at work.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5261192223322528237.post-73193651289418003712012-12-24T07:14:00.000-06:002012-12-24T07:14:00.110-06:00Koliso Recommends: Hey, Bosses: Have You Said These Things? Don’t sabotage your efforts as a leader or manager. <a href="http://www.forbes.com/sites/alanhall/2012/11/24/9-things-a-boss-should-never-say-to-an-employee/" target="_blank">This article</a> by Alan Hall outlines nine statements that will make morale plummet, one of which is “I was here last night and on Saturday morning. Where were you?”<br /><br />Remember, when morale is low, so is performance. Unknownnoreply@blogger.com0