Trevor Sherman – The Leadership Coach
An ideas exchange about what makes leadership at all levels in an organisation really work.
Don’t ever fall into the none value adding situation, always speak up.
Never hold back the thoughts that matter the most , just wait for the ideal when, where, how and to whom you shall speak your mind, it will make a whole difference. Continue reading “I rather not speak, she said”
Are you a “Yes-all the time-round the clock-person”? , Do you feel bad when you say No, so you immediately go to a “but” that opens a lines of real or unrealistics reasons to eventually say Yes?, Do you know why do you do it? Want to experience the “FREEDOM” that saying “NO” can bring to your life?, then let me share what I did to stop feeling guilty by really wanting to say no, and always ended up saying yes to everyone.
We expect people to know how to communicate brilliantly. In fact, we take this skill so for granted that we don’t bother to teach so called “soft skills” at school, at university or even in most work-placed training environments.
If you have been on a training course that I have run, you will likely have heard me lament this fact.
You automatically push success away when you don’t believe in your capabilities and abilities. If your mind doubts your actions will not follow and you will not get the expected results, as simple as that. Continue reading “Doubting yourself: Why actions not always lead you to results”
How space and time can transform our communication
What is it that gives other people confidence in you?
What is it that defines you as a credible, confident, authoritative communicator of ideas and vision? Gives you gravitas? Says to people that they should take you seriously?
It’s pretty simple really. It’s all about space and time.
In (not quite) the same way physics brings space and time together to form the space-time continuum, so it is that how we bring together our personal relationship to space and time will define our impact as communicators. A Communication Continuum, if you like.
As you lead your organisation through turbulent times; reorganising, repositioning and reframing, how willing are people to follow your lead?
Having spent a fair amount of time over the last couple of weeks in the air I’d like to ask you a question: how many times when you fly on a plane do you ask yourself, “might this be my last flight?” I know for me it’s at least four. Not including turbulence. Now I’d like you ask yourself how many times you ask the same question when you get behind the wheel of your car, or for those of you who don’t drive, when you sit alongside someone who is? Virtually never?
I drive a car far more than I fly, and while I know the statistics say that I’m far more likely to die in the car than the plane, logic and rational thought make no difference. No matter how many times I fly I still have the thought, this might be it. It’s illogical, it’s pointless and yet I can’t help it.
What is going on?
Is your business ready for the Apprenticeship Levy? How can the recent changes to apprenticeships benefit your business and help you to build organisational talent?
This April see’s the launch of the government’s Apprenticeship Levy, a tax on businesses to support the funding of apprenticeships and, more importantly, their growth as a means to bridging the significant skills gap in UK Plc.
The levy will be paid by any business with a payroll in excess of £3m per annum with their levy contribution being calculated as 0.5% of the aforementioned figure. These contributions will be taken each month by HMRC and placed into a digital account for use – by the organisation – on the training and assessment of their apprentices.
If these funds are not utilised within a 24 month period they will expire – meaning the employer can no longer use them – and be transferred into a general fund for apprenticeships.
Continue reading “The Apprenticeship Levy: A Taxing Opportunity”
How do you successfully adopt leadership behaviours when you have no direct reports and no mandated leadership authority? This is the challenge for a group of internal change consultants I worked with recently.
I recently had the bizarre experience of flying into Switzerland, staying in France and working in Germany all in one trip. Such are the eccentricities of international business I covered the three countries three times each in a 48 hour period. I was there as part of a team delivering a programme of leadership behaviours for a group of internal consultants from a multinational firm. What we learnt from this group was to challenge the view of the traditional hierarchical nature of leadership.
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