Riding The Razor V108full

LifeShift TeamShift LeaderShift
21 Century Team Building Transformation & Coaching

EQ, AQ, XQ,SQ
st
Riding the Razor V10.8a

think of sending your management or staff on another training, coaching or team-building, until you have read this information on the new Emotional Economy, Leadership, Trust, Coaching, Engagement and other important facts influencing your teams and their performance. Without good differentiation, and engaged staff, youre forced to ride the cost-cutting razor. Cynicisms at an all time high. Already low trust levels are continuing to fall, and integrity levels are almost non-existent. Business pressure and stresses are ever-increasing, budgets are tight and profit levels have been steadily eroding over the last 50 years. (See graph right below) We mistakenly believe our staff need more skills and more motivation to perform effectively. The need to do more with less is our biggest challenge. We need our staff and teams to deliver more now! But how? As competition and pressure to perform to world-class standards grow, companies are forced to find new ways to differentiate - or die. Its time to walk the talk of our employees are our greatest assets. Its only through your fully engaged employees and powerful cohesive teams that you can create the sustainable and competitive difference that makes the difference in this new economy. Competition is growing at such a pace in some segments that the margin between winning and losing is razor thin and still getting tighter. Welcome to the new Emotional/Energetic Economy your real competitive advantage, and path, to long-term success. Its all about balancing people AND profits. Its about Energy, Engagement, Higher Ground Leadership Teamwork and Inspiration. Its about a more intelligent and astute version of Capitalism. Extensive research highlights challenges we face in getting our staff and teams aligned, engaged, and fully active. Below are some pointers to consider for your workplace, gleaned from our research, our first hand coaching and Life Masters workshop and Appreciative Inquiry Team Building experiences. Sources include Dr S Priest (PhD), Dr. Daniel Goleman, Professor Paul Stoltz, Peter Senge, Paul Power (PhD) - Hay Group, Gallop research, Prosci, Fernando Flores, Humberta Maturana, Tony Dovale (Life Masters International), Lance Secretan, and the ASTD (SA) American Society for Training and Development and other specialized sources. Extensive studies into training effectiveness indicates that less than 10%-12% of whats learnt in training is applied in the workplace! Add to this the research on memory recall, which indicates that most of us forget almost 80%+ of what weve learnt within 30 days. "USA industries spend more than $100 billion annually on trainingnot more than 10% of the expenditures actually results in transfer to the job." (Baldwin & Ford 1988) (Ford&Weissbein 1997). "Most of the investment in organizational training...is wasted because most of the knowledge and skills gained(well over 80% by many estimates) is not fully applied by those employees on the job. (Broad&Newstrom, 1992). Why? Maybeengagement levels; inspiration, Destiny, Cause & Calling misalignment and greedership. We can clearly see theres a problem here. Add to this latest studies (Gallup) which undoubtedly show that fully engaged staff are your most effective secret weapon in the game for optimised profits, and profitable client relationships.
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Copyright Life Masters International Tony Dovale 1996-2009
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F:\DATA_LIVE\LifeMasters\a LMI Master support docs for quotes\Riding the razor v107full.doc
Hopefully, the trend of more women in business and leadership roles in the next century, will balance our focus more towards people and profits. In with LEADERship, and out with GREEDERship. Maybe we are not all ready But Its time for Business V3.0! Imagine the incredible loss of failing to optimally engage the passion, energy, talents and acumen of your staff! Notwithstanding advances in products, technology, innovation and creativity, most people/teams, are unhappy, stressed and not thriving in their organizations. Theyre far from fulfilled, excited happy and healthy. have zero clarity and often, less insight as to the real role they play in the organizations Vision. Few are clear on the companys highest priorities. People are constantly agitated and deterred by bad management practice. People feel they cannot effect any change and so they dont! How much potential are you wasting?
See here for my top ten tips (http://www.lifemasters.co.za/life-masters-toptenlessons.htm) of what I have learnt about business and life. If you are willing to share some of your wisdom please click here. http://www.lifemasters.co.za/life-masters-top-ten-lessons-share.htm Leadership tip Lead your people as if they were volunteers. If you dont, youll only get what you demand/force from them. If you doYoull get their full service package, head, heart and soul.
"What concerns me is not the way things are but rather the way people think they are. " Epictetus

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REAL - People Development - Resilience, Engaging, Action, Learning
100%
Extensive studies reveal that staff engagement has a direct result on performance, profits and customer relationships. Globally, on average, less than 20% of staff are fully engaged! How do you fare? The best-of-the-best are around 50% full engagement levels. From Gallup research of 10 Million+ Interviews. Experiential learning overshadows classroom style learning effectiveness in maintaining long-term results. This is because experiential learning engages the head, heart and body of the learners.
90%
80%
70%
60%
50%
Actively Disengaged Not engaged Engaged
40%
30%
20%
10%
0% Canada Chile Germany UK Singapore Japan France
A combination of Metaphoric and Isomorphic debriefing is shown to be the most effective form of ensuring that learning is transferred to the workplace. Unless effective debriefing is utilised, team building, learning can be totally wasted. Usually Group-entertainment, commonly disguised as team building, is a total waste of time and money as the efficacy of results is limited or even none existent. Consider REAL Appreciative team building next time. Classroom lectures have almost no effectiveness in genuine team-building and trust-building. Head-stuff cannot transform Heart-stuff. See www.lifemasters.co.za/life-masters-logical-level-of-results.htm Adult learners cannot focus effectively for extended periods of learning time, yet companies still embark on all day class-bound workshops and exhaustive information lectures or info-dumps. Less than 5%-10% will get used back in the workplace. Many times people have learnt, and know, what to do, but dont do what they know. Why? Because they dont feel like it. This relates back to engagement, inspiration, trust and AQ, or resilience levels, that indicate levels of Learned Helplessness and poor me attitudes. Team-building without a clear purpose, will not yield any real long-term value or impact. It could even be counter productive in some instances. Stop group-entertainment and do REAL Appreciative teambuilding to build your workplace into a happy, healthy, engaged, productive, trusting environment. Studies by David Maister in his book, Practice what you preach, shows that there are typically 5 primary areas of improvement that have a positive and have predictable impact on the bottom- line of professional service organisations. For more details see www.lifemasters.co.za/life-masters-profit-prophet.htm David Maister also reveals 7 specific areas that impact the bottom-line that relate to management. Rate yourself in these areas, and then be brave enough to get your staff to do the same. We can do it anonymously for you if you are open to discover the path to SmarterHigher Ground Leadership. o o o o o o o Management listens Management values input Management is trusted Managers are good coaches Management communication is good Managers practice what they preach People treat others with respect
How effective are your managers REALLY? Local leaders control well-being and engagement directly. Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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Many companies espouse great values and officially commit to them, but the facts show that few leaders, managers and professionals rarely keep to their word. They, somehow, are just not proficient enough to walk their talk... consistently! Research on why training is not applied back in the workplace - Stolovitch and Maurice (1998), and Newstrom (1985). Which of these blunders do you or your associates commit? o poor selection of persons to attend training (theyll never have opportunity to apply the training) o lack of clear expectations from supervisors; o lack of on-job post-training monitoring; support and reinforcement ; Newstrom (1985) o lack of resources to implement new skills; o lack of incentives to apply new skills; Newstrom (1985) o interference from the immediate work environment; Newstrom (1985) o non-supportive organizational culture; Newstrom (1985) o trainees' discomfort with change; Newstrom (1985) o peer pressure to resist applying new Skilss /Knowledge. Newstrom (1985) Resources, incentives, coaching, engagement and support mechanisms must be in place for training transfer to succeed and be sustainable. Remember - training is for dogs. Learning, growing, inspiration and engagement is for humans. Emotional resonance is the ability to grasp what inspires others, and appeal effectively to it. Leaders/managers who cannot engage emotional resonance will lose support, loyalty and engagement. People leave people People dont leave companies. Gallup research uncovers managements consequence in talent retention by focussing on your peoples strengths and passion you can reduce disengagement levels dramatically.
The data from the last 5 years research would suggest that much of the epidemic of disengagement is fixable. Hows your disengagement? Are you ready to take action to improve employee Engagement? Rebecca Ryan, founding CEO of Next Generation Consulting, found 6 key characteristics of sustainable companies for st the 21 Century : o o o o o meaning (making the business mission meaningful to workers); voice (an ability to have a say in decisions); enrichment (opportunity for growth); membership (identity); appreciation; harmony (work/life balance)

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Core Values conflicts causes a reduction in engagement levels. - A survey of 615 employed Americans conducted by
International Communications Research, Media, PA. Question : Which of the following best describes your attitude toward your own core values and how you earn a living?
o You know what your core values are & they are consistent with your employers44% o You know your core values, but they are not always consistent with your employers30% o You are not certain what your core values are, but you never feel uncomfortable working for your
employer11%
o You dont feel core values have much to do with the work you do10% When employee values conflict with the companies ACTUAL values, the outcome is loss Loss of meaning, loss of
engagement, loss of passionloss of trust loss of commitment work avoidance passive disruptive behaviors and quiet sabotage of implementation tactics and ideas.
This has significant impact on productivity and engagement levels. If companies are going to grow talent and
commitment there has to be alignment of values to create and maintain inspiration and engagement levels. There is a clear connection between personal core values and emotional commitment to the cause. Its probably even worse in South Africa right now! A large aspect of engagement is consciousness, response-ability and self-awareness. Depressive disorders block this. The World Health Organization identified major depression as the fourth leading cause of worldwide disease in 1990, causing more disability than either ischemic heart disease or cerebrovascular disease. A fair amount of depression is often just unconscious negative thinking patterns. Major depression ranges from 5% to 9% among adults whilst other disabling depressive states include dysthymia (a chronic low-grade depression) and minor depression (an episodic, less severe illness) are even higher! You might discover that up to around 25-50% of your staff have some kind of depression state. A large aspect if this state is resolvable, without having to resort to fix-me-Im-broken therapy. The question is Do you care enough about your staff? If you do, do you show it in a manner they appreciate? To be engaged requires a specific mental attitude I can do Or Optimismall too often many people in the job are demotivated and pessimistic of the future. No resilience, No passion and therefore no power. See the results below of improving the resilience and optimism levels in your team. Insurance Optimistic sales agents outsell the pessimists by 38% Extremely optimistic sales agents outsell the extreme pessimists by 88% Pessimistic agents are twice as likely to quit as optimists Extremely pessimistic agents are three times more likely to quit than extreme optimists Optimistic sales agents outsell the pessimists by 33% Extremely optimistic sales agents outsell the extreme pessimists by 319% Optimistic salespeople outsell the pessimists by 20% Optimistic managers outsell the pessimists by 27%
Real Estate Automotive
Telecommunications Optimistic salespeople outsell the pessimists by 29% Extremely optimistic sales agents outsell the extreme pessimists by 39% Office Products Banking Customer Service Optimistic salespeople outsell the pessimists by 29% Top performing salespeople are 25% more optimistic than below average people Top performing customer service staff are 50% more optimistic than below average people
Research by the Corporate Leadership Council has shown that emotional connections are on average 4 times as important as the usual rational factors. Emotional connections arise when employees feel: 1) proud of their organizations mission, values and reputation, 2) valued by their supervisor and colleagues, and 3) informed and that their opinions and ideas about matters that are important to them are considered by decisionmakers before decisions are made Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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"To improve engagement, organizations should focus their efforts on the one or two drivers that will have the most impact on engagement for their workforce." Employee engagement is best defined in very specific, behavioral terms. Engagement is not about creating happy or loyal employees, but about measuring the state of emotional and intellectual involvement or commitment of the workforce. It goes beyond satisfaction (how much I like things here) and commitment (how much I want to be here) to engagement (how much I want to, and actually do, improve our business results). It has been discovered that a single item such as intention to stay or leave is an imperfect measure of employee engagement. Engagement is a multi-faceted construct represented by several behaviors. In engagement, you measure 3 elements: Say, Stay and Thrive. Employees are engaged when they: o o o Speak positively about the organization to co-workers, potential employees and customers Have an intense desire to be a member of the organization, Exert extra effort and are dedicated to doing the very best job possible to contribute to the organization's business success
Developing the employee or develop the whole personMost managers dont understand the real difference
between developing the employee and developing the person. o Develop the Employee = Typical training such as business skills, selling skills, product knowledge, and client service are essential strategic actions, as mechanisms to build employee workplace competencies. - not sustainable growth. Developing the whole person includes coaching and education on emotional intelligence, adversity intelligence / AQ, leadership, self mastery, teamwork, decision making, financial intelligence, etc actions focused on personal development that build a foundation for growth and greater contribution and engagement.
By developing the whole person your talent management process becomes more effective in the longer term plus your engagement levels rise. In tough times most managers and leaders turn to cost-cutting and greater pressure on their people as their reaction to a shift in business landscape. They unwittingly are killing the goose that lays their golden eggs. In times of economic downturn the people are the key success differentiator. Greedership, in attempting to induce greater performance out of their teams by a harder focus on measurement and longer hours, will only achieve the converse and damage trust, the health of their workplace culture
The prime differentiating factor of people performance in difficult times is their management and leadership by
awake and aware coaches, who understand how and will be able to, bring out their teams best in an optimized and sustainable manner.
If you analyse the true role of Management We can see that its the art of paying attention. All too often managers
really pay attention to half of the job. If you are a real leader as opposed to a greeder then Business isnt just a way of making more money for yourself and the shareholders.
Research by Employee Watch, reveals that nearly 80% of employees are reluctant to talk to their employers about
workplace concerns, problems, and improper incidents because of: o Fear of termination (or some kind of retribution just shows how much integrity some people have) o Fear of reprisals by coworkers (adds to the mis-trust tax you are paying! o A belief that no meaningful response will be taken as a result of their report (Reveals that management has lost
credibility!)
The true power of a business is a way to achieve psychological and spiritual goals for all of the stakeholders. High
Voltage Leadership enables us to meet and work with others; to create value and meaning through products and services that are beneficial to others; and to assist stakeholders in achieving their goals of survival, thrival, meaning and fulfillment.
Managers and supervisors are the direct controllers and influencers of employee engagement levels

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Engagement Focus
There are 2 types of employee commitment 1. 'Rational Commitment'and 2. 'Emotional Commitment'. The output of these are 'Discretionary Effort' [employee willingness to go "above and beyond] and 'Intent to stay with my boss'. Staff emotional commitment aspects builds CUSTOMER emotional Commitment. The primary 6 groups of employee engagement drivers are: Senior Leaders, Organizational Culture, Direct Managers effectiveness, Corporate Integrity Code, Compensation and Benefits, Training and Development. Engagement Theory #1 10:6:2 theory: With a 10 % increase in employee engagement there is a 6% increase in discretionary effort and 2% increase in performance. Engagement Theory #2 Talent Retention 10:9 theory: With 10% increase in commitment there is 9% decrease in staff leaving the company. 21 Powerful Points on Employee Engagement From the UK MacLeod EE Report- Crown copyright Does engagement make a difference? The answer is an unequivocal YES. In the course of the past eight months we have seen many examples of companies and organisations where performance and profitability have been transformed by employee engagement; we have met many employees who are only too keen to explain how their working lives have been transformed; and we have read many studies which show a clear correlation between engagement and performance and most importantly between improving engagement and improving performance. The heart of the workplace. Engagement, going to the heart of the workplace relationship between employee and employer, can be a key to unlocking productivity and to transforming the working lives of many people for whom Monday morning is an especially low point of the week. Learn how good you can be. As Sir Alan Jones, Chairman Emeritus of Toyota UK said: Wherever you work, your job as a manager is to make your people be the best they can be and usually they dont know just how good they could be. Its individuals that make the difference. No cookie cutters for employee engagement. The way employee engagement operates can take many forms and the best models are those which have been custom-developed for the institution. A triple play. Engagement is about establishing mutual respect in the workplace for what people can do and be, given the right context, which serves us all, as individual employees, as companies and organisations and as consumers of public services. It is our firm belief that it can be a triple win: for the individual at work, the enterprise or service, and for the country as a whole. The scent of engagement. You sort of smell it, dont you, that engagement of people as people. What goes on in meetings, how people talk to each other. You get the sense of energy, engagement, commitment, belief in what the organisation stands for, is how Lord Currie, former Chair of the Office of Communications (Ofcom) and Dean of Cass Business School, puts it. As a number of business leaders told us, You know it when you see it. 1 of many definitions. Engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organisation. It is also about creating an environment where employees are inspired to want to connect with their work and really care about doing a good jobIt is a concept that places flexibility, change and continuous improvement (CANI) at the heart of what it means to be an employee and an employer in a twenty-first century workplace. (Professor Katie Truss1) Make it authentic. Although improved performance and productivity is at the heart of engagement, it cannot be achieved by a mechanistic approach which tries to extract discretionary effort by manipulating employees commitment and emotions. Employees see through such attempts very quickly; they lead instead to cynicism and disillusionment. By contrast, engaged employees freely and willingly give discretionary effort, not as an add on, but as an integral part of their daily activity at work. More than a survey. It is also clear that simply doing a survey and publishing the results is not the same as an engagement strategy. Measuring engagement is simply a tool to allow you to find out how engaged your people are. Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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Engagement = Performance. Levels of engagement matter because employee engagement can correlate with performance. Even more significantly, there is evidence that improving engagement correlates with improving performance and this is at the heart of our argument why employee engagement matters. The employee benefit of engagement. Engagement is not just about macro-economics. There is a measurable and significant win for the individual engaged employee. Studies in this field demonstrate beyond doubt that individuals OPTIMISE their psychological well-being when they are engaged in meaningful work that provides positive emotional experiences. As our working lives extend with growing longevity, people will want and demand a greater sense of well-being at work. Happy@Work. 86% of engaged employees say they very often feel happy at work, as against 11 per cent of the disengaged. Forty-five per cent of the engaged say they get a great deal of their life happiness from work, against eight per cent of the disengaged. (Gallup 2006) 4 Major Drivers of Engagement. 1. Leadership which ensures a strong, transparent and explicit organisational culture which gives employees a line of sight between their job and the vision and aims of the organisation. 2. Engaging managers who offer clarity, appreciation of employees effort and contribution, who treat their people as individuals and who ensure that work is organised efficiently and effectively so that employees feel they are valued, and equipped and supported to do their job. 3. Employees feeling they are able to voice their ideas and be listened to, both about how they do their job and in decision-making in their own department, with joint sharing of problems and challenges and a commitment to arrive at joint solutions. 4. A belief among employees that the organisation lives its values walks its talk, and that espoused behavioural norms are adhered to, resulting in increased trust levels and a higher sense of integrity and belonging. The evidence is there. As John Purcell told us. Despite the difficulties and weaknesses it is hard to ignore the volume of studies which show, to varying degrees, with varying sophistication, a positive relationship between high performance/involvement work practices and outcome measures. Disengagement is more than a bad day. Despite the compelling case for employee engagement, we know that a significant percentage of the workforce feel disconnected from the work they do and the people they work for. Whilst accepting that all of us are capable of having a bad day at work we do not accept the inevitability of work being just one bad day after another. Get planning and doing. Accor report that 75 per cent of leaders have no engagement plan or strategy even though 90 per cent say engagement impacts on business success. Managing to Engage. An engaging manager is at the heart of success in engaging the workforce. Accentures internal research showed that 80 per cent of the variation in engagement levels was down to the line manager. As a result, employees most important relationship at work is with their line manager; people join organisations, but they leave managers. Engaging Managers Actions. Firstly, engaging managers offer clarity for what is expected from individual members of staff, which involves some stretch, and much appreciation and feedback/coaching and training. The second key area is treating their people as individuals, with fairness and respect and with a concern for the employees wellbeing. Thirdly, managers have a very important role in ensuring that work is designed efficiently and effectively.

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The voice of engagement. The Sunday Times Top 100 Companies to Work for found that feeling listened to was the most important factor in determining how much respondents valued their organisation. Being heard reinforces a sense of belonging within an organisation and a belief that ones actions can have an impact. Richard Baker, Nonexecutive Chairman of Virgin Active (and former CEO of Alliance Boots) told us: Employee morale is the first step to productivity improvements. Give your people a damn good listening to, and act on what you learn. The 5 Elements of Wellbeing: (Rath and Harter) 1. Career/Workplace Wellbeing 2. Social & Family Wellbeing 3. Financial Wellbeing 4. Physical /Energetic Wellbeing 5. Community Wellbeing 1. 2. 3. 4. 5. 6. Research reveals that only 20% of people actually like what they do at work each day. Actively disengaged employees are twice as likely to be diagnosed with depression over the next 12 months. When you apply your strengths at work you are more engaged, and its more likely that you feel energized for your 40 hours a week, instead of feeling burned out after just 20 hours of the week. Managers can and do contribute in varyingy ways (strong positive or negative) to an employees career wellbeing state. We need sufficient (3-6 hours of) social time to have a thriving day Just 20 minutes of basic exercise can boost your mood for the remainder of the day.
The role of leaders and managers.

Leaders and managers who care about their employees have a significant impact on both employee engagement and wellbeing. they see the growth of their employees as an end in itself not just a means to an end. They know there is now way an employee will love an organization that doesnt have a heart. Overall what is best for the employee is also best for the organization. Caring leaders and managers know that caring is not a feeling or noun it is a verb that requires that they demonstrate continual caring for the people who report to them. (Rath and Harter) When you change the way you look at things, the things you look at change. Recent Research conducted among employees in 11 countries by pan-EMEA research shows that the presence of potted plants and flowers in the workplace contributes more to productivity than the location of the office or vicinity of shops or restaurants. The survey reveals that office plants and flowers boost the individual productivity of 55% respondents compared with the location of the office or the vicinity of shops and restaurants (38% and 34% respectively). According to the research, it is managers who are most likely to generate return on investment (ROI) from activities traditionally considered as downtime, with 74% managers deriving value-add from their morning coffee break and 66% from lunch with colleagues, compared to figures of 64% and 40% respectively for non-managers. Findings also showed a strong correlation between the ability to network with colleagues and workplace efficiency. Overall, respondents felt that lunch hours with colleagues (60%) were three times more productive than lunch hours alone (20%). Similar findings were revealed with respect to going out with or without colleagues after work an evening out with colleagues after work is 57% more likely to generate value for the company than an evening spent alone. Insight: Managers and employees alike derive benefits from downtime in the office, which is rarely associated with ROI, Taking a break allows employees to mentally disengage from their job, which reduces fatigue, buffers stress and will ultimately lead to workplace efficiency and productivity.

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Trust and Communication

Touch plays one of the strongest roles in building workplace trust levels. The higher the trust levels, the lower the back-stabbing threat levels. As it is, the average person in the politically active corporate war-zone expends 50% to 75% or more, of their daily energy / attention / focus / productivity on self-preservation and protection. Unless this is addressed, most performance enhancement initiatives will not succeed. Trust (and trust sub-aspects: acceptance, believability, confidentiality, dependability, encouragement) plays a strong role in workplace performance and productivity results. Its also a large part of stress reduction and positive and supportive relationships in the workplace. see www.lifemasters.co.za/life-masters-trust-is-a-must.htm Often internal company confusion is created by poor communication on company vision, mission, key values, goals, contribution to purpose, clarity of purpose and organisational needs. Typically less than 5%-15% of staff has a clear picture of the business mission, values and the role they play in achieving success, individually, and for the company. This creates execution challenges. Most companies have low levels of Trust. This has a direct and negative impact on the workplace environment, personal emo-energetic state, productivity levels, stress levels, health, service and learning application levels. This also directly impacts your bottom-line. Low trust workplace cultures drain energy, resilience and engagement levels. When high stress levels grow to be the norm (Chronic), high levels of self-protection reduces communications, trust, truth and creativity. The primary challenge is that most managers, and leaders, typically have technical hard skills to solve their critical workplace soft issues. Too often these leaders are so cold and compassionless that they just dont have the requisite softer human skills to do an effective job of building strong internal relationships with their teams. See www.lifemasters.co.za/life-masters-truth-about-stress.htm Many leaders would be stunned to see how few people really have a clear idea of, and buy-in to, the companies Mission, and the role they play in achieving this outcome. Most dont trust their leaders and managers. Rememberleaders get things done through others. We have to adopt a new way of inspiring and engaging people to achieve the intended outcomes in an environment based upon trust. At any time less than 30% of your staff are typically fully engaged. So what can you do today to alter this? Regular, open, honest communication is one of the best mechanisms to enliven a workplace, yet so few utilise the opportunity and either do too little, to late, or too stuffy. Try it tomorrow. Talk, face-to-face, with some of your lower levels of staff. Make it totally safe enough for them to tell you their truth, to share what they think, believe and feel. You may be very surprised at what you find. You may also have created/facilitated such a fear-based environment that you learn out nothing of real value. See www.lifemasters.co.za/life-masters-corporate-team-building.htm
Rudeness, arrogance, indifference, shouting, volatile displays and outbursts of anger are clear displays of lack of
control, lack of respect for self, and lack of respect for others, and result in highly dis-engaged workplaces, which finally affects profits! The following research by Christine Pearson (1999) Workplace Incivility: The Targets Eye View, University of North Carolina revels core issues. How do you rate in these 2 areas? No excuses please! (See also www.lifemasters.co.za/life-masters-respect.htm) o o Workplace civility has fallen dramatically in the past 10 years Men are 7 times more likely to be rude or insensitive to underlings than to superiors

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According to Watson Wyatt research in 2002, Organizations with high trust outperform organizations with low trust by nearly 3 times. In our experience and research, trust is far lower than management believes! What are your Trust levels really like? Are you paying Trust TAX, but dont know it yet? Our Appreciative team building process can shift trust levels dramatically. "Only 39% of the workforce trusted their senior managers, while only 45% had confidence in their management's abilities. "In the US, Europe and Japan, fewer than 30% of opinion leaders say that CEO's or CFO's are credible sources of information." -- Watson Wyatt Survey of 12,000 Workers Organizations with high trust outperform organizations with low trust by nearly 3x- Watson Wyatt 2002
Remember, when you were made a leader, you werent given a crown, you were given a responsibility to bring out the best in others. For that, your people need to trust you. - Jack Welch, former CEO, General Electric.
(Today, we believe its also your responsibility as a leader to ensure sufficient financial intelligence & long term survivability for your staff)
Organizations with high trust outperform organizations with low trust by nearly 3x in total return to shareholdersWatson Wyatt 2002 Think about REAL staff costs / Talent retention...the second most expensive event that happens with regards to human capital is when your smart, capable, engaged people quit and leave your company. However the most expensive issue that happens is when your smart, capable people quit, reduce engagement and then still stay on. Disengaged employees are very expensive and often invisible. Real Engagement flows from trust, and trust also flows out of good leadership and engagement. They mutually reinforce each other. Studies by the Gallup reveals that 96% of engaged employees trust their leaders. And 46% of disengaged employees trust their leaders. Gallup puts a price tag of around $300 billion per year on disengagement in the US. We can see Distrust in the silo mentality we regularly see in companies. The visible or surface relationships seem friendly, but right beneath the thin social veneer there's often uncertainty, doubt or outright distrust and suspicion. Trust levels make up 60 percent of the criteria used by Fortune magazine in its 100 Best Companies to Work For. A 2005 study found that over a seven year period, high-trust companies earned more than four times the return of the market at large. Recent research By Stephen Covey Speed of Trust, reveals primary areas of concern for leaders... 1. 2. 3. 4. 5. 6. 7. 8. 9. Increasing Accountability - 39% Collaboration - 38% Clarifying Expectations - 36% Listening First - 35% Engagement - 34% Gossiping and Politics - 34% Extending Trust - 30% Getting Results in a Way That Inspires Trust - 28% Deepening Relationships - 25%
Trust is a big issue in many companies today. Our research reveals the genuine impact this is having on talent retention, meaning and employee engagement levels.

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The Value of Coaching
Almost all training and performance enhancement interventions are short lived unless followed up with coaching and other forms of accountability and involvement and/or adoption of responsibility. Research reveals that with normal training methods performance gains almost always revert back to initial baseline measures (+/- 5%-10%) within 6 months. See www.lifemasters.co.za/life-masters-why-coaching.htm
Off-the-shelf (one size fits all) training programmes (Indoor/Outdoor) have proven to be considerably less effective than customised, flexible, experiential, engaging, outcomes-based programmes that are supported with individual and group coaching. Solution focussed facilitation/coaching and appreciative team building delivers substantially greater results than problem solving/focussed facilitation. Focus and build on what is already in the person and not whats been left out. Build on existing strengths to make weaknesses irrelevant. Team Building, facilitation and coaching processes have matured and evolved extensively over the last 60 years. The most potent strategies to enhance results include, Metaphoric and Isomorphic framing, and direct/indirect frontloading the experiences, direct participation, Appreciative Team Building and Optimum engagement and talent activation. This also includes Ontological coaching with its paradigms of the persons way of Being language, emotions and body, along with Adversity Intelligence which is at the C.O.R.E. of your results. The soft stuff is really the hard stuff that can deliver greatest ROIs. All of the research from Gallups interviews of over 10 Million customers, 3 Million employees and 200,000 managers, indicates that the soft stuff is where the real power lies buried. Addressing these hidden areas and adding appreciative inquiry and Resilience/Results coaching to the mix, can deliver ROIs of 500%+. Are you missing out here? Talk to us about how we can collaborate to shift your workplace performance with Ai Plus Team building. Just as any sports professional who is committed to achieving extraordinary results has a coach, so savvy managers must ensure that AQ/ resiliency, and talent-fitting, coaching becomes their organisations most powerful, and costeffective, foundation of staff development and results delivery. See www.lifemasters.co.za/life-masters-executivecoaching.htm Astute coaches know that soft skills have a vastly superior impact on long-term performance and productivity than hard-skills training. Many companies, who choose to ignore this, lose out on capitalising on their staffs trapped, untapped dis-engaged potential. As Ontological Coaching research reveals, unless shifts are made in the way of Being the 3 dimensions of Language, Body and Emotion, any change will be transitory just like motivationaltalks and group-entertainment. Generally organisations use training to solve symptoms whilst the causes of real their challenges continue to go unaddressed. Are you brave enough to ask the difficult question; "Am I part of the problem? Unless underlying issues are revealed and resolved, companies will continue to waste their training spend. Read the excellent book The fish stinks from the head by Barton Goldsmith, Ph.D. to get a perspective. Fix the cause not the symptom. The move from control and management, to coaching and support, will be a tricky one for some leaders. Itt has been found that high levels of Resilience or Adversity Intelligence (AQ) and Trust are required to develop and expand this new capacity for delivery in our ever-changing hi-tech world. Human capacity is composed of talents, aptitudes, skills, experience, knowledge, will, attitude & energy. As Required-Capacity demands increases through business ever increasing challenges, the greatest test, and task, for leaders, is to tap into their staffs Existing Capacity and to increase Accessed-Capacity levels. The problem is that Existing-Capacity and Accessed-Capacity levels SHRINK under adversity, low trust, low engagement and low energy levels. A bad leader can easily destroy the workplace energetics. From my research, feedback from HR professionals and company leaders, it is evident that coaching, as a management activity and competence, is rapidly becoming a core requirement of most companies to ensure desired results are achieved in a sustainable fashion. For further research insights.. see www.lifemasters.co.za/life-masters-HCM_graphs.htm Its also great to see the growing numbers of women who are engaging the services of a coach to fast-track and support them in their leadership roles. The wave of women in leadership roles in business is growing, albeit at a somewhat slow pace. I believe women will bring a more sustainable dynamic to the business playing field as they Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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tend to value people and profits. See www.lifemasters.co.za/life-masters-coaching-for-wonderwoman.htm FORTUNE magazine (May 2002) reported on the ROI of Metropolitan Life Financial Services' intensive coaching program with part of its retail sales team. Productivity among those salespeople coached increased by an average of 35%, while 50% identified new markets to develop. Most importantly, Metropolitan retained all of the sales people who were coached. Since industry statistics show that each salesman leaving a company with 3 years' experience, cost $140,000 to replace. In all, the coaching program, which cost about $620,000, delivered $3.2 million in measurable gains. Research reveals that at least 90% of Americas industry training fails to result in transfer to the job Ford & Weissbein
1997.
The impact of common training practices is shockingly small, no more than 20% of investment in training pays of in transfer to the job
Brinkerhoff & Gill 1994.
Do you really believe South Africas stats are any different? The good news is that effective coaching can reverse this fact. By adding coaching to your mix you can achieve far greater levels of skill, engagement and talent application. Learning: Regular exposure to information is required, but not a once-off-flooding of information. Most research reveals that adult learning doesnt work in that way. People learn best with relevant, incremental, just-in-time exposure that can fit or relate to their already learnt knowledge base. Before you send staff on any further training ask us to show you how our AQ coaching can provide a far better return on investment and a more sustainable competency base for longer periods of time, with greater engagement levels. Some companies are looking to develop in-house coaching as their preferred coaching approach. Whilst this may have its merits, it also has strong downsides. In-house coaching usually still incorporates, or is tainted by, the politics and history of the workspace. Often confidentiality, trust, fear, honesty etc are compromised and the coaching effectiveness falls. A balance of internal and external coaching is the best approach as this offers a wider variety of energy, perspectives and insights, and also offers a choice for people who may have issues with internal coaches and politics of the workplace. Research by Elliot Jacques on the Requisite Organisation reveals that levels of work is a critical aspect to consider when engaging new staff, considering a person for promotion and when choosing a coach for a leader or manager.

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LifeShift TeamShift LeaderShift o o o o

1. Let go of past stuff focus on the can-do-now vs did-do-then. 2. Use the Appreciative Enquiry approach as a positive approach and avoid judging, criticism, cynicism or sarcasm. 3. Tell the truth in a radical, but humane way. 4. Stakeholders are also to choose some area of improvement and commit to action. Basically become loving critics.
When selecting a candidate to be coached, ensure that key stakeholders are involved as well in a few specific areas.
When choosing a coach make sure they make you uncomfortable take you beyond the edge of your comfort zone. Ask your coach to work with you to ensure you become REAL Responsible, Empowering, Accountable and Loving. Remember that 99% of coaching success revolves around honesty, truth, integrity and trust and a coach that will stretch you beyond your restrictive comfort zone and hold you accountable to deliver on your agreements. It seems that the one of the primary trends that serious leaders are requesting coaching on, is how to move themselves from Ruling to Serving. Remember humble leaders dont think less of themselves, they just think about themselves less Ken Blanchard. Dont be tempted to engage a coach for less than 6-12 months if you are serious about sustainable behaviour shifts and positive, realistic results. Its typically taken the person a lifetime to create their current space Have a heart!...It takes a while to install, instil and inculcate new, more productive behaviours and beliefs. When considering engaging the services of a coach seriously consider engaging a coach of the opposite gender to gain new insight and perspectives. In some instances they can offer insights and perspectives that would be very valuable to you. see Discover the Power of opposites When engaging your coach, ensure that you have a mind-set shift of the head and the heart, and not just a mental skill-set shift. This facilitates sustainable new actions and behaviours in the medium to longer term that will impact all areas of the business and your life. We are busy coaching a clients Key accounts team for the last 3 months. Sales have improved over 50% (R950k/month to 1,5 Million/.Month) during that time. Half of the coaching is work based and the other half is personal development based. If coaching could improve your sales figures by 50% or more Wouldt it be smart to get one that could help your team FAST?
"We can never obtain peace in the world if we neglect our inner world and don't make peace with ourselves." -His Holiness the Dalai Lama

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Energy, Innergy & Health

Finally, we have discovered that maximisation is not sustainable as a leadership / management paradigm.
Optimisation is the approach to sustainable business leadership. UK employers don't seem to care about the well-being of their staff, which in turn is reducing the country's productivity, research has found. o
A survey commissioned by Business-In-the-Community (BITC) found that one-third of workers feel their health is neglected at work, while six in 10 believe their employer does not regard employees as assets worthy of investment. Almost half of staff surveyed claim employer apathy about employee wellbeing has taken its toll on workplace productivity, with 55% of respondents complaining of stress, depression (38%) and panic attacks (22%). 44% of respondents said they were discouraged from taking days off when unwell.
Extensive Gallup research reveals that many CEOs, and leaders, don't understand what makes their staff tick. They don't know how to get the best performance out of most of their people. They can't say where their companies are strongest or weakest - or why its so. The future challenge for leaders is about getting each individual to be more productive, more focused, more fulfilled and more engaged and more resilient than they were yesterday." In essence the leaders and managers, job is to improve the ratio of engaged to actively disengaged workers with Love, not Fear! One of the most powerful and least understood aspects of business is how an emotional connection between management, employees and customers provides a sustainable competitive advantage. Unless the people who are part of a business or the team feel a sense of connection an emotional bond that promotes trust, engagement, cooperation and esprit de corps they will never reach their potential as individuals, nor will the organization fully optimize its resources."
Your first and foremost job as a leader is to take charge of your own energy and then help orchestrate the energy of those around you. Peter Drucker, author of The Effective Executive

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New Emotional Economy, Appreciative Inquiry, Team Building

www.lifemasters.co.za/life-masters-emotional-economy.htm or Life-masters-appreciative-inquiry.htm
We are moving away from Force towards Power along a scale of (force) coercive, authoritative, affinitive, democratic, pace-setting and coaching (power). Old style, fear-based, leaders still dont seem to understand that force does not have any place in the era of intellectual property and the emo-energetic emotional economy.
www.lifemasters.co.za/life-masters-powerforce.htm
Studies show that success is typically 70%-80%+ psychological/emotional and 20%-30%, or less, skill dependant. By addressing the whole person - head, heart & soul, not just skill or knowledge (IQ / head stuff), we can begin to tap into the almost unlimited potential available through our staff. Yore probably harnessing less than 20% of the talent in your staff & probably have less than a 25%-30% engaged factor! True behavioural change happens when the change is driven by powerful emotional engagement, and helps people to achieve meaningful personal goals in a context that is safe, supportive and appreciative. Therefore we need to create ways in which people can concurrently achieve personal and organisational goals for greatest results in a culture of support and appreciation - in a sustainable way. In most admired, successful companies studies corroborate that off-the-shelf-products have nil usage, whereas coaching is applied 260% more than in lesser performing organisations. Even in team-building (usually group entertainment) this is often true. Dr. Simon Priests research into corporate adventure training reveals that many corporate team-building and trust-building interventions dont last and dont achieve the desired results for very long, due to lack of follow-up and focus and other pre event aspects. Typical results only last 3 to 6 months. (See graph right) We (LMI) have numerous results with our clients, where we have shown that the effects of our Appreciative TeamBuilding Plus and staff development interventions have been maintained for over 24 months, and longer, as we are able to facilitate a shift from the head to a heart-centric approach. By enabling and building trust, truth, participation, appreciation, engagement and authentic connection, the workplace becomes a great place to work. People become INSPIRED and ENGAGED, and the team building becomes REAL team building.
Motivation lasts a moment personal transformation lasts a lifetime. Dont waste any more money on short-lived motivational type team-building (group entertainment0 interventions. Long-term success is built by starting from deep inside. It starts by addressing the heart and engaging the complete person Head, Heart and Soul. Real team building delivers real ROI results. see www.lifemasters.co.za/corporate-team-building.htm
We know from experience, and from available research, that staff and customer Engagement is crucial to profitability, and that disengagement and low trust is costly. So knowing this core truth, what percentage of your day, and your business effort, is being applied to ensure full engagement? What could you do that would make the most difference? See www.lifemasters.co.za for a possible solution

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Appreciative Inquiry Team Building Our experience reveals that Appreciative Inquiry Team Building results can be accelerated and extended through the addition of pre event preparation that reduces individual static and interpersonal conflict, reduces cynicism, increases 100% trust and collaboration and group safety.
90%
Very Effective Somewhat Not effective
Coaching follow up also ensure execution and retention of workshop insights, tools and experience. Coaching interventions lasting 6 to 12 months typically provides the greatest results in achieving intended outcomes. See attached graph on right for study relating to coachee satisfaction levels.
80% 70% 60% 50% 40% 30% 20% 10%
Leaders are questioners and listeners. Like coaches, 0% leaders need to articulate a clear vision, lead by 3Months 6Months 9Months 12Months >12Months example, and ask lots of powerful questions: What motivates them? Which of their needs are being met? Which are not? How can you help them? Find out how people want to be treated and treat them that way. What impact will supporting them have on your business? Listening to, and acting on, the needs of employees helps business in the short-term and strengthens it over the long-term. Its all about talent retention. Change is now the new normal. It always was the norm in nature; its now the norm in business. If you cannot Zoom (ongoing constant incremental change), you are destined to struggle against the tide of ever-increasing competition and challenges. Emotions control productivity, decisions, engagement, learning and results more than intelligence. Anger, anxiety, uncertainty and depression damage your staffs energy, health, outlook and engagement levels. High personal hostility levels increases the likelihood of early death by 700%. How good is your workplace environment really? www.lifemasters.co.za/life-masters-eq-anger.htm
Elevated levels of anger and frustration increase the likelihood of cardiac problems by 200%+. It also reduces the quality of relationships, engagement, productivity and profits. Real trust and a new leadership approach are required to defuse these situations for long-term success. See www.lifemasters.co.za/life-masters-trust-is-a-must.htm Anxiety and fear can be the greatest contributor to negative stress which in turn creates low productivity, low resilience, high protection, high absenteeism and finally low engagement. These states/reactions also impair a persons ability to learn, be creative, and apply existing knowledge and skills to effectively initiate and maintain strong and profitable relationships, and ultimately productivity. www.lifemasters.co.za/life-masters-anxiety-cost.htm
More than 50% of employees lack motivation to keep on learning and improving - Hay Group. We (LMI) believe that this is symptomatic of low awareness/energy levels caused by internal emo-energetic static and reactions to the external environment. Gallups research reveals that fully engaged levels are around 10% to 20%, not-engaged around 60%-80% and actively-disengaged levels are around 12% to 30%! From my research into Bruce Liptons - Biology of Belief, I believe that a substantial amount of the low productivity symptoms are caused by the environmental and attitudinal energies and behaviours of the leadership and management. Almost 50% of results can be context controlled. AQ or resilience is becoming one of the most important mindsets and criteria in selecting and developing staff. As a minimum, in todays highly competitive environment, people are required, and assumed, to have a reasonably good IQ. The real challenges are that in order to be successful on the current playing field of business, EQ - Emotional Intelligence, AQ - Adversity Intelligence, talent use and XQ-Implementation/action ability are the determining dimensions that ensure success over the longer term. What is the use of how much you know or can do, if you are unable to deliver under the challenges of lifes adversities and pressures? Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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Customer-centric organisations necessitate people who can initiate, build and sustain strong relationships that can endure almost any storm or problem. This is clearly identified and addressed through the dimensions of engagement levels, significance and personal emo-energetic consciousness states and levels. see www.lifemasters.co.za/lifemasters-levels-of-consciousness.htm As pressure and stress mounts most peoples abilities and intention to use their skills and competencies is reduced. Adversity Intelligence or Resilience development can often reverse this process. People with high AQ can think and act more clearly under pressure. The higher your AQ the better you can handle stress, change, pressure etc. Beyond survival, personal significance is the strongest driver for human achievement. Significance is about mattering, about being PurposeFULL. It intrinsically motivates all of our life decisions. The problem is most organisational environments and leaders unknowingly destroy and ignore this dimension. Ask your staff when last they felt significant in you workplace. You may get a big surprise on how long ago it was.
Of the 21 CRM criteria identified as critical to business success4 of the top 5 criteria are directly impacted by the human element (Read soft stuff). This concurs with Gallups research where the Human Element is recognised as the defining competitive advantage. see www.lifemasters.co.za/life-masters-competitive-advantage.htm
Frequently CRM and sales solutions that are human-centric will out perform tehno/skill -centric solutions. Almost 80% of techo-centric CRM initiatives prove inadequate in the long run. Make sure you sufficiently address the human element in any CRM installation. Elevated Emotional Intelligence is critical for higher levels of leadership/management. Studies indicate that the prevalent reasons executives go off-the-rails are Inflexibility and poor relationship skills EQ skills and high personal static or lo-voltage leadership. This is insufficient energy / awareness / consciousness to deal with their internal and external environment. Leadership development in the 21 century must engage the heart as well as the head. Its a call to growth in ourselves and in our relationships (Staff and Clients) Hay Group. Talented individuals in apt and empowering roles can, and do, produce substantially more than ordinary employees in talent restrictive roles. It is the managers role and responsibility to ensure a correct fit between talent and role function/requirements, and to create a vibrant context for success, acting as a coach rather than a process manager. By the time your staff are revealing to customers how bad your workplace is, its definitely time for leadership/management to take a long hard no-holds-barred look at themselves and reflect their use of force and the lack of truthful, trustful, caring, powerful leadership. Remember the title of the book The fish rots from the head. engage front line staff by asking them to become the voice of your customers. Involve them in product or service design. Free them from the chains of transactional measures, recognise their importance as insight workers, for they probably understand, more than you, what customers want after all they deal with them day to day. They also understand what the possible solutions could be, because they know your business and the clients primary needs, Once you understand the power of emotions, and the limitations and restrictions created internally by moods, you will be able to begin to unleash your staffs untapped talents, energy and potential, and begin to elevate their engagement, creativity and productivity. With the shift from hard-selling to consultative relationships, the power of Human Element CRM is the area of opportunity that offers greatest leverage for the least cost, and, for the longest term effectiveness. The new performance dimension is Engagement levels. What are you doing to manage this? www.lifemasters.co.za/lifemasters-customercentric.htm The new business power is heart-based. The new economy is the Emotional Economy. We can now measure, monitor and manage the dimensions required to ensure full engagement, commitment and full participation from our people and customers. Its time you took a look at your opportunity to optimise on your staffs potential and talent? www.lifemasters.co.za/life-masters-employee-support.htm Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people
st

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Emotions set our highest level goals. These include how hard we work, how committed we are, and how loyal we stay to a brand or company. Emotions drive decisions. Real emotions create real relationships. Emotional engagement increases speed of learning. Emotional engagement increases memory retention. Emotional engagement is your passport to greater profits. Wake up to the power of Soul-based/ enlightened Higher-Ground Leadership practices & strategies or lose out.
Keystone Management Services study found consistent and strong differences about how senior, middle and nonmanagers viewed their workplace culture.
o More than 40 per cent of employees surveyed said that negative behaviour was rife in their workplace, yet
only 20 per cent of senior managers felt this behaviour was commonplace,
o In contrast 72 per cent of senior managers said staff often displayed positive, solutions-oriented mind sets,
while only 50 per cent of non-managers felt this behaviour was commonly showed.
o Overall 51 per cent of senior managers rated their workplace culture highly, compared to 28 per cent of
middle managers and 29 per cent of non managers,.
o The REAL issues about this excellent study is that it is clear that senior managers seem to be unaware of
culture and disengagement problems that exist - which means its unlikely that they feel the need to address these fundamental issues. Primary Consequence of a negative culture include disengagement, which means staff only carry out the minimum work, lowered productivity, increased absenteeism, a political workplace, and increased staff turnover. Emotional engagement with customers increases repurchase, loyalty and referral behavior. You need to clearly understand what causes your customers to repurchase or you will lose out. Customer repurchase criteria can be very different to initial purchase criteria. Unless your people know the difference, they could end up treating them all the same what a shame! The fuel of your success is driven by the combined energy, passion and engagement of your staff. Are you maximising their energy in every way possible? Sometime this means giving them a break to recover too, even at war, people have to rest and recover. The following were identified as important factors in influencing engagement: o Self Worth My job makes me feel competent, confident, worthwhile and in control. o Results Making a real difference for the company, for customers, for other people. o People Compatible, trustworthy and team-oriented co-workers. o Rewards Rewarded and recognized, corresponding with the value of contribution. o Energy Stimulation, excitement, enjoyment in my work environment.
Towers Perrin /Gang & Gang Research. 2003
There are 5 prime elements today that contribute to most of the workers' negativity o o o o o Excessive workload; Concerns about leadership effectiveness; trust / credibility Anxiety about job and financial security; Lack of challenging work, boredom, frustration; Low engagement Insufficient recognition and satisfaction.
We are in an age where people have begun to look inward. How people perceive themselves has a direct impact how things workout around them. The self-esteem and inner states of individuals has historically been impacted by religion, government programming, community, families, relationships, leaders, managers and peers. This may sound like the soft stuff but current research reveals that this dramatically impacts the bottom line. A USA retailers study indicated that a 5% improvement in staff attitude, created a 1,5% increase in sales, which resulted in a >2% improvement in profits. www.lifemasters.co.za/life-masters-self-esteem.htm People want more than just the best price or the best product. In order to create a WOW USP you will need to engage the clients full range of senses. Experiences are as distinct from services, as services are from goods. Joseph Pine & James Gilmore, Experience Economy: Work Is Theater & Every Business a stage.

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Trust and ownership are the catalyst for engagement. Blame kills agility, communications, collaboration and trust. Low AQ people live in a cynical, political, high stress, low control, fear-based environment as opposed to high AQ people, who create synergy, build trust, take responsibility, take action and take charge of achieving results. The biggest challenge for leaders in the future will be to address the shortage of skilled and committed workers. Research indicates that there is a direct link between people and profit, revealing the fact that engaged top talent can produce 3 to 10 time more than average performers. From past performance, attitudes and behaviors, many leaders have inculcated a culture of fear, uncertainty and politics. The aftermath of this consequence will also have direct effects on the retention of talent, engagement levels and relationships/loyalty levels. David Maisters research indicates a real causal relationship between employee-satisfaction, the role of managers, and pure, unadulterated profit. His study found that financial performance (measured by an index combining 2-year % growth in revenues and profit, margin, and profit per employee) can be increased by as much as 42% by raising employee satisfaction by 20%. What is your employees satisfaction level right now? What could you do to improve it dramatically? Howe much of your profits are being eaten by trust-taxes? Self Esteem is the foundation of success and resilience o There is no value-judgment more important to man/woman - no factor more decisive in their psychological development and inspiration - than the estimate they pass on themselves. - This estimate is not felt in the form of a conscious or verbalized judgment, but in the form of a raw core feeling, a feeling that can be hard to isolate and identify because he/she experiences it constantly: it is part of every other feeling, it is involved in his/her every emotional response. It impacts on all areas of work and life.
o
The nature of this self-esteem challenge has profound effects on our thinking process, emotions, desires, values, and goals. It is the single most significant key to our behavior. We experience this desire for self-esteem as an urgent imperative, as 1 of the 7 core human needs, it is fundamental ti high performance and high resilience teams. Whether we identify the issue explicitly or not, we cannot escape the feeling that we estimate of ourselves is of life-and-death importance.
At LifeMasters, we have a 1-3 day staff Self-Esteem, Resilience upgrading process/workshop that is based upon leading-edge human transformation technologies. The effects are lifelong lasting and the ROI can be as good as coaching. (500%+). Presenteeism (being physically present but mentally absent) can affect an employee for days or longer causing decreased productivity and profits. Lost productivity on the average is a half times greater then that lost to absenteeism. The Harvard Business Review estimates that presenteeism costs American Business $150 billion annually in direct and indirect costs. (Dixon, Weighing the Costs of Presenteeism, The Chief Executive, June 2005) o By addressing personal static in your staff this issue can be resolved o Through building Resilience and awareness Presenteeism can be reduced. Studies show that individuals in happy and successful relationships have greater skills in areas such as communication, flexibility, closeness, personality compatibility, and conflict resolution. The connection between these skills and the workplace are obvious and are worth cultivating According to a 2006 study, when dual-income couples are happy in marriage, and with themselves, they are more loyal to their employers, thus staff turnover is lowered. The cost-saving benefits of not having to train new employees leads to greater profitability and stronger more resilient relationships. Several studies break down the returns on investment (ROI) in employee wellness programs. While most companies report initial losses because of having to find the right fit for their employees, long-term results show savings of $1.40 - $4.90 per every dollar spent, and an ROI of up to $6.85 for every dollar invested in employee relationship wellness programs. Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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LifeShift TeamShift LeaderShift o

Imagine the power and ROI possible if your staff went through a real personal transformation process. When doing your team building ensure that you are addressing the real cause of the team problems. Its no good going on a motivational type event when trust, truth and integrity are in tatters. See the graphic right for a sample of our research revealing a range of problems with one specific manager in the center (Orange) The Orange Manager has a problem here!
Through this level of pre-team-building research we are able to identify and rectify the real causal factors that are infecting and affecting your teams dynamics. These kinds of challenges, like low trust, low integrity, high politics and back stabbing, high uncertainty, low engagement, bad management, low recognition, toxic relationships, low Resilience etc,, cannot be resolved, repaired and rejuvenated with some kind of motivational one-off event. Customer loyalty is founded upon staff loyalty - The Parsippany, N.J.-based consultancy recently published its annual Customer Experience Management Study o Any effort to transform a company into a customer-centric organization will fail if front-line employees do not have faith in the product - or faith in the company. And, according to the survey results, only 54% of respondents said the company deserves their loyalty. If your employees don't believe in the value of a product or owe you any type of loyalty, trying to win the battle for customers' hearts, wallets and relationships is impaired."
"In today's world of the customer experience, we are depending more and more on employees' attitude as a form of differentiation -- products and services cannot carry the weight of differentiation anymore" he said. "Our dependence on employees is growing, at the same time we are seeing a decline in employees' commitment to employers."
WE see the next level of employee engagement, commitment and loyalty activities going far beyond corporate wellness and heath If we care its got to move to include wealth! We see it moving towards a WOW place WORKING on WEALTH for ALL. Its CLEARCommitment, Loyalty, Engagement, Action, Retention is going to cost the employer. Peoples Souls have always been for sale on the daily JOB market Inflation and competition and REAL Higher Ground Leadership is just moving the fees to a more reasonable and humane level. Share the profit, Share the love.

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Customer Attitudes
Very often leaders and managers make strategic decisions without really knowing - brutally honestly - what the customers think, feel and need from their organisations. An internal and external, Customer Engagement and Attitude Audit will give you this information. Only the bravest-of-the-brave, true leaders and managers, ask us to tell them the radical truth from the client base feedback. Most are just simply too scared to face the startling facts that emerge. Before you do any strategic SWOT or Strat plan, make sure you know the real truth its out there. Too many companies speculate, and project, what the client really wants without really knowing the facts. Clients will seldom tell you the truth. They will often tell a third party everything. Thats why independent customer audits are so powerful. Management typically KNOW less than 10%-20% of what is really happening at the coal-face. Its only when the proverbial shampoo hits-the-fan, that the upper levels of the organisation get involved and attempt to resolve the fiasco. Only then do they discover that what they thought was the issue, is not the real issue at all, but a symptom of their ineffective leadership strategies. This could all be avoided with some smart staff and customer engagement programmes. Trust will drive your future success. Internal and external. Trust will be linked to your brands, identity and symbols associated to your organisation. Most buyers do not have a clue whether anybody else makes a better xyz than you, but your brand message and your service experience can become your trust mark - a trademark and real experience that clients and potential customers can believe in. It is almost impossible for a supplier to gain directly 100% honest feedback, information form their clients. It is clearly evident that customers have agendas and comfort zones that they cannot divulge directly to their suppliers. An independent, rd credible 3 party has a much greater opportunity of exposing the facts. - Kirton & Associates.
Customer Engagement
35% 30% 25% 20%
With over 600,000 Customer 15% Impact Assessment (CIA) questions, staffs bad attitude 10% reigns as the number one reason for client dissatisfaction. This is 5% followed by poor complaint handling, low service or 0% inadequate service levels, Fully Engaged Engaged Not Engaged Actively inefficient internal systems, Disengaged ongoing negative experiences, inconsistent delivery and quality, low levels of product knowledge, dysfunctional supplier teamwork, low morale, low communication, inconsistent pricing strategies, failure to maintain strong relationships and communications, and low or non existent benefits and value propositions - Kirton & Associates. Customer engagement levels are fickle. Graphic above indicates typical customer engagement levels. Gallup Polls extensive research has enabled business leaders to see what their customer base typically looks like by way of current support, future support and potential profitability. Extensive research by Gallup reveals that around 21% of clients are fully engaged or engaged (totals around 42%) and almost 60% of customers are not engaged or actively disengaged. Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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In the age of vigilante customers and the internet, high levels of actively disengaged customers can reverse the efforts of many thousands of rands of advertising and promotional efforts. Watch out for blogging against your brand of company. Search engine giant, Google, scans and indexes its Blogger.com blogs daily! The primary perceptions that count are your customers (internal and external) and potential clients. The customer perception of your staff, products and services is their reality. No one elses perception matters but the customer(Internal and external). If you want to know what you clients really think of you, get us to ask them for you. Well tell you the real truth and work with you to re-energise your organisation, starting from the inside out. We provide a range of services from inception to implementation. Unless customer engagement levels are enhanced through powerful relationships, inspired and engaged staff, outstanding value for money products and services, you will be forced to ride the razor of price-cutting as your only competitive advantage Always Painful What is your unique offering, thats powerful, or valuable to your customer, that will cause your customers to drive past your competitor offering a cheaper price? Unless you have this clearly as part of your core culture, your back into riding the razor. In this globalised entrepreneurial, networked new-economy, yesterdays best is todays mediocrity. Today you need Response-Able, purpose driven, highly resilient climbers, who have the energy and the CALLING to deliver above and beyond the competition. Once you get these catalysts, you have to develop a way to keep them from being poached. Often it not just about the money. Its about a really great place to work too! Employee loyalty drives customer loyalty! Building a culture of employee loyalty has a direct bearing on customer loyalty and business profitability - Paul Spiegelman CEO of The Beryl CompaniesHe says "An organisation's 'brand promise' cannot be fully delivered absent a culture that focuses on the personal and professional development of its people." o o o o o o o 1. Visionary leadership - Leaders who are available, approachable and open with minimal micro management. 2. Consistent and effective communication - Multi-way communication explains the 'whys', information is shared and requested without fear of retribution. 3. Select for fit and ongoing development of staff - Wait for the right person to fill a position and have the courage to let go of the wrong. 4. Agile and open culture - A sense of pride, collaboration, respect and quality in a 'blame-free' environment. 5. Put service first - Strong standards put consumers first. In healthcare that includes patients, families, physicians and colleagues. 6. Ongoing recognition and community outreach - Recognition and appreciation must occur formally and informally at all levels. 7. Solid relationships - Collaborative relationships are the key to success.
New research on Employee Engagement reveals that Employees that have strong EMOTIONAL engagement levels create EMTTIONALLY ENGAGED customers." And via Human Sigma (6 Sigma for Staff) this can be measured, managed and leveraged for greater results. o o Ask your staff this question anonymously would you refer your best friend to come and work here? Ask your Customers this question anonymously would you refer your best friend to come and buy here? The responses you get will give a good indication of how smartly your leadership are performing.

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A study revealed that consumers may not be as brand loyal as corporate America might presume. Forrester asked them whether they would shift their business to a different firm if that firm provided a more enjoyable customer experience. Surprisingly, across the 14 industries surveyed, 64 percent of consumers would be willing to shift "at least a moderate amount" of their business. In the wake of the survey responses, Forrester identified four distinct types of consumers. "Stable" ones like the companies with which they're engaged and have minimal interest in looking elsewhere. "Engaged" consumers enjoy the experience provided by their companies, but would consider a change to another that provides a more enjoyable one
"If you can meet the needs of 'engaged' customers, you can meet everybody else's," Temkin notes. "Stable customers are the ones companies want. There are the "trapped" customers, who derive little enjoyment from their interactions with companies, but are hesitant for any number of reasons inconvenience, for one to go elsewhere. "At-risk" customers are the ones companies should worry most about: They aren't happy and they're willing to consider any and all alternatives. Recent research by Strativity A global survey conducted amongst senior executives reveals startling insights Only 40% of the global respondents agreed that their company deserves the customers loyalty, down from 46.1% in 2005. 49.5% agreed that their company delivers a unique and beneficial product to customers 56% claimed that their products or services are worth the price they charge 65.8% state their companys executives do not meet with customers frequently (compare 66.8% in 2005) 55.9% state that their relationship with the customer is not well defined (down from 59.2% in 2005) 38.3% state that their company takes any customer that is willing to pay (compared to 42% in 2005). In B2B the number is 41.5%, and in services 34.4%. Strativity report quotes- A second reason for concern is the fact that employee and manager conviction regarding the value that they are asked to promote and sell continues to reach new lows. Only 49.5% of respondents agreed that their company delivers a unique product or service. In the absence of employee conviction, it is impossible to convince customers to believe and purchase products or services. This lack of conviction carried over to employee commitment and loyalty where only 54.2% of employees claimed that their company deserves their loyalty. At the heart of the issue is the lack of differentiation. Companies failed to create and deliver distinctly different customer experiences that merit the price and loyalty they are asking for. Their own employees lose faith in the commoditized value proposition of the company and their weak conviction affects their commitment to the company. In the absence of employee and executive conviction in the value they represent, it is impossible to capture customer love and loyalty. When employees do not believe in what they sell, customers will simply not buy. A typical business hears from only 4% of its dissatisfied customers, 96% just go away. And why do they quit? Research reveals the following stats o o o o
o
3% move away 6% develop other friendships 9% leave for competitive reasons 14% are dissatisfied with the product/service 68% because of an attitude of indifference
"We must learn to live together as brothers or perish together as fools." Martin Luther King Jr.
We, GE, only have two sources of Competitive Advantage: 1. The ability to learn more about our customers faster than the competition & 2. The ability to turn that learning into action faster than the competition

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- Jack Welsh
Leadership, Strategy and Management

What is your definition of LEADERSHIP? Leadership comes from the Latin root to move. Todays leadership definition needs to ensure that it includes positive attributes and excludes destructive actions. Leadership has to include an aspect of making a positive difference on the world that we all benefit from. Weve had leaders in our past, who have lead people to do really inhumane things this is not true leadership. Thats like a leader who only cares about the numbers Thats GREEDERSHIP. A managers responsibility used to be to manage - today its shifted to enable, empower and coach people to perform at their best. This can best be achieved through remaining neutral in interactions, asking thought-provoking, open-ended questions, pausing and listening intently, and challenging the staff to go higher in a workplace that values them, supports them, and holds them accountable to achieve the mutually agreed results. www.lifemasters.co.za/life-masters-high-vibrational-business.htm One of the managers most critical role shifts, is to become the coach rather than the policy / process enforcer, and to create energised contexts and work/life environments, that support growth, achievement, maximum engagement and talent use. Talent retention is becoming one of your greatest challenges. Many organisations are still run on dictatorial / fear-based control foundations which may have been effective in the short-term, but can be devastating in the longer term. In an environment where positive engaging relationships are fundamental to results, fear-based control erodes trust, truth, commitment, collaboration, participation, confidentiality, health and engagement, - so ultimately profitability pays the toll. Managers/Leaders are typically employed for what they know/can do (information / technical) and removed for what they dont know/cannot do Communicating a powerful vision, leading, inspiring. This is usually based around effective relationships, communications and excellent people skills like inspiration, empathy, coaching skills, EQ, AQ/resilience and positive context creators. Force is no longer a viable means of achieving results Not in the sustainable long term anyway. See www.lifemasters.co.za/life-masters-high-voltage-leadership.htm People will lend you their Research indicates that 28%-30% of variance in business results is caused by capabilities if you pay them; they organisational context and climate (Workplace). 70% of the variance in the might lend you their heart & organisational climate can be accounted for by the difference in leadership imagination if you put them in styles. Does your leadership style create engagement and inspiration? Do charge of a powerful CAUSE. you really inspire your staff? Are you brave enough to ask them for their truth? We can ask them for you to ensure confidentiality and safety from retaliation. The real issues faced by business today are: -Leadership Development - EQ, AQ, Awareness, credibility, integrity, courage, trust, truth, creativity, staff Inspiration, engagement, energy, and client relationships -Change Management & Transformation - Attitudes, beliefs, fears, focus, passion, energy, commitment, integrity, value, resilience and diversity appreciation. Ineffective leaders and managers who continue to utilise force - shouting, threatening, undermining, coercing, policy-enforcing, witch-hunting, blaming and shaming, are ensuring a total disengagement of their staffs head and heart, and thereby ensuring a negative affect on their profits. Remembereach eventshouting, shaming and attacking etc, could be costing you thousands! Its like going into your computer room and smash a Server or two? The role of managers today (read Coaches) is to support the development of constructive change in staffs interpretations and responses to their environmental context. Most existing business contexts are interpreted by staff as restrictive and unsafe, acting like a prison, limiting the possibilities of unleashing their talent and potential. See www.lifemasters.co.za/life-masters-staff-challenges.htm

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Every leader uses some kind of currency to get things done. Whats your currency? Fear, anger, force, manipulation, money, shame, intimidation, motivation, challenge, significance, inspiration or meaning? How sustainable is your currency? A powerful leadership technique is to tell everyone who works for you that one of their main responsibilities and obligations as an employee is to constantly challenge the status quo and relentlessly work to improve whatever product, process, or system they may use to get their work done. This creates engagement, participation and enthusiasm in the workplace and enables you to work from a test-and constantly-improve model. See Building a soul
purpose company in the new Emotional Economy.
Many times during our LMI transform-shops, and during exploration, we have discovered a toxic workplace, created by unaware leadership and management, that prevents people from delivering exceptional results. Management blames the people / symptoms (projection) when they often carry the cause. Its called your shadow. See www.lifemasters.co.za/life-masters-toxic-office.htm Many leaders lead in a seriously heavily formalised way. Feedback reveals that a constantly heavy workplace eventually leads to burnout, high stress levels, and total "People ask the difference between a leader and a disengagement. Effective leaders know and understand boss. . . . The leader works in the open, and the that its all about being passionate and intense about boss in covert. The leader leads, and the boss what you doand having fun at the same time. How drives." - Theodore Roosevelt much genuine fun do your people have? People are weary of being constantly motivated. Motivation comes from a place of fear, scarcity and self-concern - I want to change your behavior with a reward or incentive, so that, if you meet the targets or goals I set for you, I will meet my own needs and goals. Contrast this with inspiration, which comes from a place of abundance, love and service, with no strings attached. I love you and wish to serve and teach you, and help you (us) to grow. When we motivate we serve ourselves first; when we inspire, we serve others first. L. Secretan. What do you do? Recent research by CALIPER, of top women leaders, revealed that women leaders are more persuasive than their male counterparts. Women scored higher on Ego Drive, Assertiveness, Willingness to Risk, Empathy and Urgency, Flexibility and Sociability. It all goes back to my comment on Power vs Force. Men typically utilize FORCE to generate results. Women on the other hand are POWERFUL and persuasive because of their genuine care, empathy and understanding. The people the women are leading feel more understood, supported and valued. Wake up gentlemen. Women leaders are inclusive; they work to take more people along with them. Peter Senge noted, "Hierarchical authority, as it has been used traditionally in western management, tends to evoke compliance, not foster commitment (Nor Engagement). The more strongly hierarchical power is wielded the more compliance results. Yet there is no substitute for commitment in bringing about deep change. This may be the reason we have such low levels of engagement in South African business. Many leaders dont really understand the difference, but may be aware of the impact dictatorship. Even if you fit into the dictator side of the chart, with coaching, courage and a sincere intention to grow, we can support you to get safety across to the authentic leadership side. Your staff will flourish, and so could your profits. Have you started to create your own BLUE OCEAN strategy? If not you could end up being eaten by the sharks. Think about this comment - Brands that engage people emotionally can command much higher prices and sell far higher volumes, and retain loyalty for far longer. Do you treat your staff well enough to build powerful, positive, emotional connection with them and your clients? Blue Ocean Strategy is all about challenging conventional wisdom questioning taken-for-granted assumptions, and overstepping industry boundaries. Its a frame of mind of continuously questioning and searching for a different angle and fresh perspective. If you dont do ityour competitors are talking to us. Eliminate - Blue Ocean Strategy Action #1: Eliminate factors that the industry takes for granted but adds no perceived value to customers. Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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Reduce - Blue Ocean Strategy Action #2: Reduce factors well below the industrys standard to avoid the mistake of over delivering in order to beat the competition. Raise - Blue Ocean Strategy Action #3: Raise factors well above the industrys standard so your customer wont have to make compromises. Create - Blue Ocean Strategy Action #4: Create new sources of value that the industry has never offered. Time to get swimming you might get your lovemark bitten off if you hang around in the red ocean waters (Blood filled, war torn, business trenches? Yeuch such violent images! Wheres the Love? A company, QIQ's, researchers measures the twin drivers of what Roberts dubs a "lovemark". Marketers have long measured performance and trust, but mystery, sensuality, and intimacy are brand attributes few have thought to worry about, let alone quantify. o o respect (performance, trust, and reputation) and love (mystery, sensuality, and intimacy).
Research results are mapped on a love-respect axis. In the lower-left quadrant low love, low respect - are commodities such as sand, salt and brussel sprouts. Roberts says many telcos risk falling into that unlovable hole. On the flip side of the chart - high love, low respect - are fads, fashions, and infatuations: things we love for the moment but soon abandon. Typically most solid, respectable brands live in the upper-left quadrant, home of high respect and low love. There is still huge opportunity to move to High-Love, High-Respect and ensure your ongoing consumer loyalty.
Real Leadership
Engages, embraces and empowers Communicates, inspires and energises listens to understand and converse open to truth & positive robust feedback Drive for staff growth and engagement Create a shared vision and destiny Power-full Truly walk their talk Encourage interaction and truth Recognize they know little of the front line issues and challenges Unleash team-spirit, commitment, passion and action Loves and trusts Uplifts all the stake holders Recognizes they get results through others Would leave a big hole physically, energetically and emotionally if they left. Staff love, admire and respect them
Dictatorship
Separates, controls and blames Fears, avoids, ignores and manipulates Talk at to tell Fears any feedback and closed to truth drive only for the money Keep staff in the dark Force-full - Just talk, talk, talk the walk. Avoid interaction or truth Believe they know everything Create separation, division, politics, corporate static and fear/anger. Tolerates and dis-trusts Make profits for the shareholders Think they get the results. The workplace would be a whole lot better if they left. Staff distrusts, dread and avoid them.
The only way to discover what kind of leader/dictator balance you have is to ask!
If the new world is upon us plus business 2.0where are new real leaders to replace the greeders? A Mission to make money solely is OUT Making a difference in the world & working for a CAUSE is in! Ideologies are causes, and missions are directives that flow from those causes. Missions impose the will of managers on employees, whereas CAUSES are grounded in the latent, unexpressed will and energy of the overall organization. Research indicates that a coherent and authentic unifying idea that transcends the profit motive and serves as a touchstone in all organizational decision making is the vital ingredient in todays most effective corporate cultures

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SECRET INSIGHTGreat Managers/Leaders know what their employees care about when they leave work each day, and think about how such interests connect to and relate to the companys value proposition. Causes lie in the intersection between these 2 areas of living and making meaning. Remember this is not about changing employees perspectives; youre not encouraging them to reframe old work in a new light. You are about to change the way the entire organization approaches its work and value generation to align the companys value proposition with a powerfully uniting CAUSE. Extensive Gallup research reveals that many CEOs, and leaders, don't understand what makes their staff tick. They don't know how to get the best performance out of most of their people. They can't say where their companies are strongest or weakest - or why its so. The future challenge for leaders is about getting each individual to be more productive, more focused, more fulfilled and more engaged and more resilient than they were yesterday." In essence the leaders and managers, job is to improve the ratio of engaged to actively disengaged workers with Love, not Fear! Your first and foremost job as a leader is to take charge of your own energy and then help orchestrate the energy of those around you. Peter Drucker, author of The Effective Executive Return on People Investment (ROPI) is still the most underutilized business strategy today. Globally it is evident that many leaders, managers and supervisors still dont know how to leverage this effectively. The working population can typically be divided into 3 distinct categories: o fully engaged (loyal and productive), o not engaged (just putting in the time), o actively disengaged (unhappy and spreading their virus of discontent). In the U.S. the average working population is 26% engaged, 55% - not engaged, and 19% - actively disengaged! Imagine what its like in South Africa! Its interesting to see how this lines up with Adversity Intelligences categories of Climbers, Campers and Quitters. See http://www.lifemasters.co.za/life-masters-staff-engagement-support.htm Leaders and managers dont seem to understand that their staffs actions and behaviors are often a direct reflection of the leader, themselves. Check your trust levels with these simple questions. o o o o o My actions each day demonstrate that I trust my employees My employees can trust me with sensitive or private information. I would never betray a trust with an employee. I keep confidences and would never share confidential information inappropriately. I am able to trust my employees.
If there are trust issues in your team have a look at how you are showing up as the leader and manager. Heal YOUR trust issues and you will begin to shift theirs. Many leaders and mangers still try to use motivation-manipulation as the force for getting things done through others. The shift achieving real action, and results, is around inspiring not manipulating. Motivation is a form of manipulation. Its done to get others to do what you want, need and expect. How about inspiring your people to take on the responsibility to achieve the results for themselves? Anybody can use force and manipulation, astute and effective leaders use inspiration that engages emotions. A Time/CNN poll taken in the summer of 2002 reported that 71 percent of those polled feel that the typical CEO is less honest and less ethical than the average person. In rating the moral and ethical standards of CEOs of major corporations, 72 percent rated them fair or poor. A similar survey by the Wall Street Journal Europe reported that only 21 percent of European investors believe that corporate leaders are honest. How do you or your leaders and managers really rate? Core beliefs to consider that can provide the central mainstay and hub of personal, business and relationship success. o Exceed customers expectations by providing a truly exceptional level of integrity, courtesy, service, value, helpful information and a positive experience. Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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o Maintain a passion for continuous improvement through commitments to excellence, productive change, innovation and transformation.
o
Respect each of your co-workers and provide a work environment, and resources, that promotes and supports dignity, team harmony, growth, engagement and personal satisfaction. See
www.lifemasters.co.za/life-masters-profit-prophet.htm
In a new trend many of the upper echelons of leadership are moving closer to the level of their people. No more corporate jets, expensive separate canteens and fancy perks. These level 5 leaders are leading from the front, with head, heart and soul. These are the people their staff will almost die for. They are the Enlightened Leaders of today. Will your staff die for you? or would they prefer you just disappeared? Begin to build employee recognition and inspiration from the inside out. Look at what motivates each individual on the inside, and then build a program that inspires and supports them to bring those passions and creativity out into the workplace, Magic can happen if you create a context and a great workplace to bring it out. According to some research almost 80% of Americans hate going to work. I dont think we, in South Africa, are any different. I think the problem revolves around old style leadership and management in a New Economy. People have more choice, more opportunity, and more desire for greater meaning, growth and value. Apparently 65% of people leave their jobs because they feel unappreciated. People dont leave companiesThey leave people in those companies! When last did you show appreciation & hug your staff? If you ask your staff, What do you want more of in your lifeFear, stress, pressure and lack of appreciation, or Love, care, passion, trust, truth, worth and appreciation. What do you think they will choose? What do they receive working in your organization. See www.lifemasters.co.za/life-masters-anxiety-cost.htm Men and women dont think, or lead, in the same way. They dont communicate the same way, and they dont excel for the same reasons. Most male leaders simply want the transactions or the outcomes to be achieved, whereas female leaders are interested in creating connections and relationships as they achieve the desired outcomes. Every where women go, they make real authentic connections. Men still complete. Explore ways to RAISE the bar and you are to ensure your success: Retain, Attract, Inspire, Stimulate, Engage customers, clients and staff with coaching and Appreciative Inquiry tools and processes. Unless you are able to RAISE the bar you will slowly but surely lose your competitive advantage. Our Research indicates than one of todays biggest challenges in South Africa is talent retention and creating appositive workplace. See www.lifemasters.co.za/Life-masters-appreciative-inquiry.htm Recent Research from Prosci asked if managers and leaders know what their staff prefer in terms of incentives and reinforcement. The brutal truth from the researchNo! Pref
1 2 3 4 5
Real Staff preferences

Good leadership skills and positive relationship with supervisor /manager Co-worker relationships Benefits or improvements in benefits Appropriate work tools, and equipment Competitive pay/ Market related
Managers/ Supervisors projections

Structured incentive programmes Career-pathing Feedback Personal awards Positive leadership skills
When the staff were surveyed as to what de-motivates them the most about their jobs The top 3 issues were; #1. Poor leadership skills of supervisors, inadequate tools or equipment and inadequate work environment. #2. Inadequate or no benefits #3 Irrelevant incentives. It was discovered that irrelevant incentives were more de-motivating than no incentives at all Prosci 2004.
The sub 4 minute mile is impossible! they all agreed. What we once believed, and had medical and scientifically th authenticated evidence to validate, is now a joke. On May 6 , 1954 Roger Bannister was the second man to run the sub 4 minute mile. Today, school kids break the sub 4 minute mile! And who ran the first sub 4 minute mile? His coach in his head! What has this got to do with you? Unless you and your staff are improving everyday on some way, the kids/competitors will soon overtake you and your business. Get a coach who believes in possibility more than you do, and let them stretch your boundaries of possibility, action and results. Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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As a leader in todays economy, in order to retain your talent base, your most valuable currency will be significance. This can be achieved by daily significance deposits for your team. Showing appreciation, demonstrating respect, providing support, investing in others growth, making time to connect authentically, granting authority, having faith, focusing on results over rules, rewarding in ways that matter, providing resources and inspiring rather than fear based motivation. Significance is a primary predictor of staff turnover. Significance is one of your greatest talent-retention currencies to include in your retention strategies. A UN International Labour Organization study reveals escalating levels of anxiety, burnout and depression across the globe. Between 75% and 90%t of all visits to primary care physicians are for stress-related complaints or disorders. A staggering 47% of workers report they have trouble sleeping, with stress the main contributor to this problem. Stress is the prime contributor to your staffs absenteeism and illness. Recent research by Dr. Bruce Lipton reveals that stress is an 80%-85%, or more, causal factor in almost all illness. Why not give your staff some of their sick-leave in the form of Wellness Creation Leave. Rather than them having to lie, like they occasionally do, to take sick leave. Why not become a savvy leader and give them 1 day a month wellness leave, as long as they are performing to a jointly agreed level? A recent article on Harvard Business Schools website provides some interesting insight to leadership differences and sameness. Leadership styles are more varied in America today than in Asia. (See http://hbswk.hbs.edu/item.jhtml?id=4869&t=leadership ) In America there are 5 leadership style groupings: 1. Directive 2. Participative 3. Empowering 4. Charismatic 5. Celebrity (superstar) Briefly, running an organization effectively involves: 1. Leadership: Vision, Energizing 2. Management: Efficiency, Results 3. Administration: Rules, Procedures and Policies There are 9 key qualities that research shows people seek in a successful leader: 1. Passion 2. Decisiveness 3. Conviction 4. Integrity 5. Adaptability 6. Emotional Toughness 7. Emotional Resonance 8. Self-Knowledge 9. Humility Bad boss behavior is the #1 cause for talented employees to leave their companies - a new study by Florida State University reveals. The findings are amazing when you see the potential harm inexperienced or abrasive supervisors create in their companies. Some of the findings from this survey include: 39% said their supervisor/boss failed to keep promises. 37% said their supervisor/boss failed to give credit when due. 31% said their supervisor/boss gave them the "silent treatment" in the past year. 27% said their supervisor/boss made negative comments about them to other employees/ managers. 24% said their supervisor/boss invaded their privacy. 23% said their supervisor/boss blames others to cover up mistakes or minimize embarrassment.
These behaviors which are easily correctable, If you are aware yet most companies no longer provide any kind of training to correct these issues. The bigger problem is that not only are bad bosses are costly in terms of attrition, they ultimately reduce client satisfaction. When you lose your best people, you're losing the quality brand your company promotes as bad bosses breed unhappy employees who end up providing inferior service to their customers. Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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The solution Stop motivating and manipulating, and begin to INSPIRE your people - Become an inspiring boss rather than a perspiring .!
Research on HCI - Human Capital Index by Watson Wyatt reveals an interesting proven link between superior human
capital management and superior shareholder returns. Moreover, proof that superior HR practices drive financial results more than superior financial results drive HR practices supports the theory: If you hire the right people, create an environment that supports creative thinking and increased productivity, leveraged by technology, you will reap the rewards.
According to trend-watcher Daniel Pink, it's a new business climate - that calls for a new breed of leadership.
Companies have to offer significance above and beyond product/service value. And leading this kind of business takes special talent - talent that's increasingly hard to find.
Talented people need organizations less than organizations need talented people. Today you have to have the
ability to do something that's hard to outsource, hard to automate, and that satisfies some of the nonmaterial demands of this very abundant age. Pink says to compete today, give employees the same kind of value that companies give consumers, by standing out in the marketplace, and by building one-to-one relationships that deliver significance.
The point is to make a product (or deliver a service) that satisfies a need,- and that makes people's lives better. Part
of it is basically saying the purpose of this business is to do more than simply make widgets and not just 'lets get our third quarter earnings 3% higher than last year's.
Tony: I have been writing and coaching specifically about this aspect of leadership for more than 5 years, and only
now are some savvy leaders beginning apply new thinking, and seeing the value in talent retention and staff engagement levels. If you want to engage hearts it cannot be just to make more profits for the shareholders. It has to be for a greater good.
Says Pink, the central paradox: If you want to make money in the new economy, money can't be your primary driver.
The purpose has to be central to the business. Profit and purpose are intricately connected. As a result staff want to go work at a place with a transcendent purpose.
Sometimes called the LOHAS market (Lifestyle of Health and Spirituality), there is a trend Pink calls the
accelerated search for meaning that few leaders are poised to serve. The practices are: o Create a Total Reward and Accountability orientation o Link pay to performance o Demand that CEOs hold a considerable stake in the company o Offer significant stock-based incentives across the board o Do not treat benefits as fringe o Establish a collegial flexible workplace o Understand that employment satisfaction is critical to any business goal o Minimise status distinctions o Make work arrangements flexible o Do not underestimate the crucial importance of senior leadership o Learn how to manage change o Do not assume that workers no longer care about work (security) o Be (very) cautious about development training o Make communication open and candid o Achieve recruiting and retention excellence o Approach recruitment and retention as mission critical o Hire people who will hit the ground running o Its not enough to be a great place to work; you have to be known to be a great place to work o Involve employees in the hiring process o Focus on the basics; people are more alike than different How do you rate in these qualities? Are you ready to become a Higher-Ground Leader? Talk to us about joining our Higher-Ground Leadership Coaching Project. Coaching Team building Hi-Voltage Leadership Talks Appreciative Enquiry Strategic Engagement Unleas hing the power of pas s ionate, pos itive, f ully engaged and ins pired people

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Leadership trust levels have plummeted! Staffs eyes glaze over with distrust in most organizations. Kouzes described a statistical Inspiration Gap that cropped up in his research. People were shown the statement "Management should be HONEST, upright, AND ethical," and asked how they felt about it. Nearly 90% of those asked responded that honesty etc. were very important; dismayingly, only 39% said that they thought their companies' management was honest etc. (In Japan, the ratio is even worse: honesty is important to 76%, but it is perceived to exist at only 16% of organizations.) When Kouzes and Posner asked people what characteristics they find most admirable in leaders, the traits receiving over 45% of votes were: o o o o o o Honest - 87% Inspiring - 68% Competent - 58% Forward-looking - 71% Fair-minded - 49% Supportive - 46%
Credibility is more than a concept to organize a theory of leadership around. It is really the linchpin that enables all the changes competitive organizations have been seeking. No one will listen to our message if they have no confidence in us the messengers. Recent Research of executives by Dr. Theresa M. Welbourne What are you doing to improve your companys performance beyond cutting costs? Responses indicated the following: o 27% Undertaking company-wide performance improvement initiatives to refine current processes o 17% Focusing on specific strategies, partnerships & business growth opportunities to increase sales o 13% Providing employees with training, seminars and other educational resources o 11% Motivating and recognizing employees o 8% Introducing new products and services to the marketplace o 7% Implementing the latest technology to streamline operations o 7% Hiring new employees and concentrating on recruitment efforts o 6% Improving internal communications o 4% Improving customer service and personal goals mentioned These results indicate that leaders are seeking help from within; reading through the detailed comments you realize how much senior executives are looking to their workforce for ideas and help in improving firm performance states Dr. Welbourne, author of the research. Comment For the last 12 years we have been advocating the concept of measuring and monitoring individual and team ENERGY levels as an indicator of performance and productivity with the potential of this becoming a powerful metric on a companys balance sheet. Well its now becoming a common global practice with scientific studies to support the process. Energy levels are rated a scale of 0-10 with low (0 to 3.74), medium (3.75 to 6.25) and high (6.26 to 10.0). Respondents are asked to rate current energy levels and rates where they are most productive; the relationship between these two numbers is key for predicting future outcomes Analyze reveals that when you consider all components of capital using firm performance as the discriminating factor, human capital rises to the top of the list. Firms that value and nurture their human capital outperform their competitors. Clearly human capital, engaged effectively, is a competitive weapon in the battle to win new business and grow existing business. http://www.amazon.com/exec/obidos/ASIN/0787900567/thewhythingsdontBeware, having human capital is not enough. Its the way you utilize your human capital that drives performance. Screaming, shouting, swearing, intimidating, belittling, autocracy etc is tantamount to smashing your very expensive production equipment into piecesSuch intelligent Greeders!

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I was interested to hear from an ex-army officer friend who used to lead his men when we, South Africa, were at war in Angola. It seems that the #1 fear of many of the SADF officers on the border, at dawn and dusk, was being intentionally shot in their back by their own people ! I have met similar leaders in our local businesses that Im sure his/her staff would love to shoot! Where do your staff stand with respect to your way of showing up? Are you really a good leader? There is a time and a place for most things. Now is not the time, and not the place, for old style force-based, ego-lead, greedership or dictatorial-style management. The next level economy is already on its way here Will you be able to effectively transform yourself and your company as it spreads and becomes pervasive? Can you thrive in the emotional/ experiential / energetic economy today with your existing leadership style and culture? Subscribe to our leading-edge newsletters and coaching services to ensure that your development activities have long-lasting efficacy. mybiztactics@coachfree.com or mylifetactics@coachfree.com Remember if you train today using past methods you will most likely fail. If you develop today using present methods you could be competitive. If you begin to coach and lead today using futuristic engagement and Enlightened Leadership tactics your chances of success in the new Emotional Economy will be much greater. ---------------------------------------------------------------------If you would like to explore new ways of increasing your staff customer and team engagement factor, or build a powerful Soul Fuelled company in order to increase profitability and passion, or see a presentation on the Resilience, Teambuilding and the Emotional Economy Contact us: Coach@coachfree.com 011 467-1763 / 083-447-6300. www.lifemasters.co.za
If you are ready to claim the keys to the C.A.S.T.L.E. - call us now.

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Are you also wasting your money on training?
My TQM system is not a salesman, technician or cleaner
I recently completed a SETA TQM course. It was interesting, quite informative, and created a huge amount of paperwork for my sponsor company who was also busy with ISO 9000 accreditation. Did they really need this to be successful? How would this grow their staff attitude, energy, commitment, passion or engagement? As I sat observing the students questions, comments and attitudes on the workshop, my mind wandered back to the research that indicates that at best about 10%-12% of what we were learning will go back and be applied in the workplace. I began thinking what would be the most important 10% that I would want to go back and become fully utilized in the workplace. It got me digging really deeply into what is it that we should be doing as a basis for people effective development. We dont need more TQM, make-a-huge-lot-of-paper, anyone can gypo admin systems. We need coaching and resources that enable us to directly get to the CORE of the person. We need to build peoples can-do and want-to-do attitude, self-image & resilience. Firstly - we need workshops and support systems where people can begin to light their own fires, where they can begin to take control, take charge, take Response-Ability, and become inspired to create a better, more appealing and more prosperous future. Then we need TQM systems and such. In South Africa, we have extremely high levels of Learned Helplessness or low resilience. Most people have just given up, and trying to motivate them to do a better job is like trying to push a wet piece of string up stairs! I believe that all this training that SETAs are sponsoring and arranging is almost totally wasted! We are wasting billions of rands each and every day, because the people we are trying to train need different input as a foundation before this training can be totally worthwhile. The logical level of development should start deep inside the person. It starts with beliefs about self; selfesteem, self-worth, confidence, identity, resilience, attitude, emo-energetic leaks etc All of these areas directly impact on the persons ability to concentrate, learn, consolidate, think and apply information or skills. What does it help to try to teach a person with low self-esteem, and an attitude from hell, about customer service? What use is it to teach a person, or a team, TQM stuff, when their real important areas are safety, service and staff engagement? These are critical attitudinal and self development aspects that get totally left of training out every time. I would rather have a team of medium knowledge people, who are passionate, proactive, inspired, engaged and on-fire with a goal and a cando attitude, than a team of professors with PHDs, who are demotivated, have bad attitudes, and are going nowhere with learned-helplessness. We dont need more information or systems. The reason why more than 80% of CRM systems fail is because of the human-element. The human element is the crux of our future success. And few are addressing this area effectively. We need to begin to address our human element before we try to get them TQMing everywhere. Its about building significance, positive attitude and engagement. Its about building up from the inside out. We need to help people to break their belief-bonds of learned helplessness. We need to assist people with building high CORE Adversity intelligence, so they can be resilient, active and Response-Able. These are then the people who can take the training and apply much more than 12% back in the workplace. These are the people who will set the pace and lead. Most people know what to do, but they dont do what they know. Why?...because they dont feel like it! We have the opportunity and the resources through the SETAs to rectify this problem. If only they could catch the vision! Learning has no real worth in a frightened or angry mind, because our emotions control the doorway to performance and success.

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