Tip of the Day

Close [x]

US Visitors

Categories

CLICK TO SEE OUR TIP OF THE DAY!

The message is never lost

'Top Tips' from Pocketbooks

Here are some 'Top Tips' taken from a selection of our Pocketbooks:

Be open minded and try to keep your own need for perfection in check. If your attitude is that 'no one else can do it better than I can', you can’t delegate successfully.
Jon Warner, author of the Delegation Pocketbook

When undertaking 360 degree reviews, don’t make your 360 degree questionnaire too long or people won’t have time to complete it.
Tony Peacock, author of the 360 Degree Pocketbook

Sometimes organisations offer benefits that are not popular amongst employees and could, therefore, be a waste of money. Carry out a survey of your employees to see which benefits are really valued.
Kathy Daniels, author of the Reward Pocketbook

Your brain is 70% water and uses 25% of the body’s oxygen. Get some fresh air and chew gum, as this increases oxygen flow to the brain. Ditch that coffee, which dehydrates you, for some fresh water.
Paul Hayden, author of the Learner’s Pocketbook

People only give you their full attention for 10-15 seconds. Say what you want people to hear first and you will communicate more clearly and spend less time dealing with misunderstandings.
Jonne Ceserani, author of the Problem Solving Pocketbook

Your people are your biggest asset. Respect them, cultivate them, and above all involve and consult them; they are your route to personal success as well as achieving objectives.
Patrick Forsyth, author of the Starting in Management Pocketbook

Relax your mind and your body – as you relax your muscles, you relax your mind.
Gillian Burn, author of the Energy & Well-being Pocketbook

If giving a reference for an employee who left 'under a cloud', remember that references have to be fair and accurate but they don’t need to be full and comprehensive. With a little care you can achieve the former without compromising with the latter. Keep to the facts – opinions can be double sided.
Malcolm Martin, author of the Employment Law Pocketbook

When presenting or teaching you should aim to speak at between 120-150 words per minute. This is about 25-30% slower than conversational speech.
Richard Payne, author of the Vocal Skills Pocketbook

Remember there is always more than one way to effectively complete a task. An individual may help you see a way to ‘work smarter’. To delegate effectively means giving up control.
Jon Warner, author of the Delegation Pocketbook

 


At school you were taught to pay attention, in order to understand. But remember your natural talent to ‘not pay attention’ and listen to the meeting in your head, where ideas come from. Use a pad to acknowledge the thought lest you forget; it may be a unique moment in the universe!
Jonne Ceserani, author of the Problem Solving Pocketbook


Do you need a meeting? Always question the need: meetings are time-consuming and therefore costly and there may sometimes be simpler ways to proceed.
Patrick Forsyth, author of the Meetings Pocketbook


Always fix a finishing time as well as a start time. It allows discussions to be paced and fitted into the amount of time available so endless digressions do not waste time.
Patrick Forsyth, author of the Meetings Pocketbook


Selling is best regarded as helping people to buy. You must understand people’s needs and how they make decisions – then help them to make the decision you want and that they find best.
Patrick Forsyth, author of the Sales Excellence Pocketbook


If I keep my promise, will you keep yours? If I don’t believe that you will, why should I bother? (Vroom’s model of motivation!)
Mike Clayton, author of the Management Models Pocketbook


It’s not just children who like to ask ‘why?’ If I don’t understand ‘why’ then of course I will resist.
Mike Clayton, author of the Handling Resistance Pocketbook


When you need to do a task that you're not so fond of, find a way to make it more enjoyable - experience the positive impact that even a change of attitude can make.
Mary Richards, author of the Stress Pocketbook


The situation you face may not be your fault, but how you respond to it is your responsibility. Respond in a way that keeps the pressure levels low for you and everyone else involved.

Mary Richards, author of the Stress Pocketbook


To develop rapport, try out the skills of matching with similar language and mirroring (subtly!), body postures, gestures, style of behaviour.

Gillian Burn, author of the NLP Pocketbook


To be more flexible in your approach, try standing in other people’s shoes (figuratively!) to imagine how they perceive a situation.

Gillian Burn, author of the NLP Pocketbook


What you think will affect how you feel, and how you communicate with others.
Gillian Burn, author of the NLP Pocketbook


Rewire negative thoughts with positive alternatives.

Gillian Burn, author of the NLP Pocketbook


Use all your senses to visualise your goal – what will it look like, how will you feel, what will you hear?

Gillian Burn, author of the NLP Pocketbook


Resistance isn’t futile, but it is inevitable. Don’t fight it: engage it with curiosity. Get better results and you may learn something.

Mike Clayton, author of the Handling Resistance Pocketbook


When your world starts spinning faster, slow right down. Breathe. Relax your shoulders. Find something to smile about.
Mary Richards, author of the Stress Pocketbook


You miss 100% of the shots you never take. (Wayne Gretsky)

From Paul Hayden's Personal Success Pocketbook


Choosing a goal and sticking to it changes everything.

Richard Storey, author of the Influencing Pocketbook


When providing coaching feedback, get the review subject to explore WHY people have offered the comments – not whether they are right or wrong.

Tony Peacock, author of the 360 Degree Feedback Pocketbook


When is a reference ‘satisfactory’? Different people may give different answers. So, when you offer a job say: ‘subject to references that we find satisfactory’. Let yourself be the judge!

Malcolm Martin, author of the 360 Degree Feedback Pocketbook


Recognise that there are tasks you should not delegate – for example, work that is strategic in nature or has a major impact on others.

Jon Warner, author of the Delegation Pocketbook


Does your grading structure allow the best employees to receive high levels of reward? Why not look at alternative grading structures and check that your approach is the best?

Kathy Daniels, author of the Reward Pocketbook


Criticism of your opinions/ideas is mostly well intended. Respond positively, therefore, and you will benefit from the interaction. Choose to defend yourself and you risk entering the ‘revenge cycle’ with its ensuing bickering and negativity.

Jonne Ceserani, author of the Problem Solving Pocketbook


Be aware how diverse your team is, and deliberately seek benefit from the differences.

Linbert Spencer, author of the Diversity Pocketbook


Aim high – the first and most important rule of negotiating! It allows trading to move you ahead and recognises that the pressure is always to trade down.

Patrick Forsyth, author of the Negotiator’s Pocketbook


Task, team or individual? Which do you need to focus on to take your team to the next level? Choose one and take action today.

Mike Clayton, author of the Management Models Pocketbook


What you think will affect how you feel and how you communicate with others. Rewire negative thoughts with positive alternatives.

Gillian Burn, author of the Energy & Well-being Pocketbook


To develop an effective export operation you must have: management commitment; products/services with genuine potential; and sufficient capacity to meet demand.

David Horchover, author of the International Trade Pocketbook


When you're experiencing too much pressure, try changing your perspective. If you don't see a problem, you won’t have to find a solution.

Mary Richards, author of the Stress Pocketbook