Employee Retention

Recently HR Review reported about a survey on Employee Engagement. According to the Gallup Engagement Survey only 24% of employees are engaged with their job. That is quite an alarming figure and something that employers need to tackle, especially in this current climate.

In a different survey by ACCOR, 90% of leaders say engagement impacts success, but 75% have no engagement plan.

So why are employee’s struggling to be engaged in their workplace? Is it poor leadership? Are there trust issues? Are the company’s values different to the employees? And what happens if employees are not engaged. Will they produce poor work, not want to involve themselves in projects, or leave and go and work for a competitor?

So how can you raise employee retention? Here are a few ideas:

Relationship with Manager – A recent Gallup poll revealed that a key indicator of employee satisfaction and productivity is employees’ belief that their boss cares about them and can be trusted.

Recognition and Appreciation – Some people are more driven by incentives other than money. Celebrate achievements both individually and as a team; write a note of thanks or recognition with honest, sincere appreciation.

Stimulating, Fulfilling Work – Include employees at the beginning of projects. Employees will be more enthusiastic and you will be surprised to see the creative results and different opinions that bubble up.

Clear Career Path and Opportunities – Providing training opportunities with respect to new skills and career development is an indication that a manager or company is willing to invest on behalf of employees. Encourage employees to join professional organizations by paying membership fees and giving the time off to attend lunches and conferences that foster professional growth.

Respect a Balanced Life – Acknowledging and respecting the importance of family and personal life of employees prevents burnout and fosters loyalty.

At Dale Carnegie we understand the need to engage with employees and gain their commitment. If you would like further tips then why not come along to our Inspirational Leadership Seminar on 24th August and 22nd September.

Helen Mills
Financial Controller
www.london.dalecarnegie.com

Team Work

Henry Ford said:
“Coming together is the beginning.
Keeping together is progress.
Working together is success.”

He was talking about Team Work: When looking at the sporting arena, working with other organisations and also within our own business at Dale Carnegie I never cease to be impressed by the power of a team.

As I’m sure many other people did on Sunday, I watched Spain stand together for 2 hours against a strong and assertive Dutch team and come through with a fantastic goal in the dying minutes of the game to become World Champions. Football is a game that idolises and often rewards individual superstars, there is undeniably great individual talent in that Spanish team ..... but for those who understand the game it is no great surprise that the team with almost 50% more completed passes than any other team won the World Cup. Spain epitomised good team work across the tournament and went on to win.

Perhaps it’s a cliché but I feel that Football like business is a team game. When we start working with new organisations one of the first questions we ask is ‘What do you like about your business?’ In most successful organisations one of the first answers back is always ‘The people I work with.’

Looking to our own business, Dale Carnegie London business has grown by two new business consultants in the past few weeks and already I’m delighted with the energy that a larger team brings to the office. Building a strong team creates an energised work environment, people share ideas and best practice and we achieve far more than we would through working as individuals.

So if you’re looking to grow your business and your team remember these key principles:

1. Think about the people you bring into your existing team .... do the personalities fit.

2. Seek to create a positive fun working environment where people can share ideas and work together.

3. Trust your team to do a good job and give them the responsibility to achieve results.

4. Invest the time to coach and support your team and reward the right activities and results.

If you’d like to find out more about building the kind of team that will drive your business forward join us on the 3rd of August for the next preview of Leadership Training for Managers. Click here for more information

David Anderson
Managing Director

www.london.dalecarnegie.com

Tips for Staying Flexible

Think of yourself as stretchable, expandable and able to adapt to anything new. Who wants to view themselves as static, inflexible and unable to adapt? Periods of change are unpredictable, and we may be asked to adapt to changes that we never anticipated. In order to stay flexible, follow these guidelines:

1. Set short-term goals
It is best during changing times to think ahead, but not too far ahead. Focus on goals and tasks that can be achieved in the immediate future. That way we can achieve measurable and motivating results, even if the change plan is altered in some way. Instead of abandoning our efforts because of changing priorities, we complete our short-terms goals and move on.

2. Work in intense bursts of activity
Some people call this the “blitz mentality.” Complete tasks with intense periods of creative output that produce concrete results. That way we have measureable outcomes that motivate and inspire us to continue our work and, in the process, better engage change.

3. Focus on team efforts
Teams are in a constant state of changing responsibilities and deadline. By aligning ourselves with others who are aiming at similar goals, we create the opportunity for flexibility in achieving results. We become more focused on others and less likely to retreat into our own comfort zone. We gain motivation and inspiration from the other members of the team, making us more likely to successfully play a leadership role.

4. Plan for possible change scenarios
The most important strategy for staying flexible during change is to prepare for various change scenarios. If we create a plan for each possible set of change circumstances, we are prepared to engage change in any way that affects us in the workplace. This gives us more flexibility, greater confidence and makes us more likely to be successful in leading change without authority.

Click here to attend a free preview of our Leadership Training for Managers Programme

Engaging Employees during Times of Uncertainty

As a manager, turbulent times can be unsettling. Employees want to be upbeat, positive and encouraged about the future, but news about the economy, conversations with some customers and input from others in the organisation can often leave them feeling uncomfortable and unsure. So how do you balance these conflicting ideas, maintain a positive environment and keep employees focused on a positive future?

• Focus on Vision and Mission
  
  
• Develop Connections



• Create Ongoing Dialogue



• Encourage Empowerment
  

While there is rarely an easy answer to the unique issues that arise during times of turbulence, managers cannot retreat to the office and hope the situation will simply cure itself. Difficult times call for consistent leadership. Helping your team stay focused on the organisation's direction, their individual role in achieving that direction and encouraging them to develop new approaches for helping the organisation succeed are just a couple of ways that managers can help create an environment that continues to engage employees in uncertain times.

Join us for a complimentary session of the Engage & Inspire Your People seminar on 27th July from 8.45am - 10.45am! Click here to register

Corina Balaneanu
Sales Consultant

http://www.london.dalecarnegie.com/

Inspirational Leadership

Leadership is about the ability to motivate and inspire people from a variety of backgrounds to a higher level of performance.

One of the main reasons people are promoted into management and leadership positions is because they were effective at what they did in their job. Now, as a manager, the job is to get others to be able to do things as well as or better than we did them. These require a totally different skill set. Our success requires making the transition from doing to leading in order to leverage our skills and our time.

Without motivation nothing gets done but as soon as we try to hold people accountable they get demotivated, right? Not necessarily! There are tools to hold people accountable for their goals, objectives, and commitments and stay motivated at the same time. With this balance, the more control we have over results for ourselves and our team.

Today, more than ever, a manager’s job is to build people. When we can create an environment where people get results, develop new skills, and become successful, we are fulfilling our highest calling as a manager and leader of people. Communicating with strength and sensitivity, being a coach, and building people are a leader’s highest priority.

No matter what we do there will always be the challenges with negative people and performance management. Our results, and the results of our team, depend on how those situations are handled. Fairness, consistency and strength are required in the right places, at the right times and in the right way. Without this, morale can grind to a halt for everyone, effecting productivity, customer loyalty, and employee engagement-all mandatory in today’s highly competitive work force.

Leadership Development Quotes from Dale Carnegie
“If we want to find happiness, let’s stop thinking about gratitude or ingratitude and give for the inner joy of giving.” -Dale Carnegie

“Remember that the other man may be totally wrong. But he doesn’t think so. Don’t condemn him. Any fool can do that, try to understand him. Only wise, tolerant, exceptional men even try to do that. There is a reason why the other man thinks and acts as he does. Ferret out that hidden reason-and you have the key to his actions, perhaps to his personality. Try honestly to put yourself in his place.” -Dale Carnegie

“You can make more friends in two months by becoming really interested in other people, than you can in two years by trying to get other people interested in you. Which is just another way of saying that the way to make a friend is to be one.” -Dale Carnegie

“One of the surest ways of making a friend and influencing the opinion of another is to give consideration to his opinion, to let him sustain his feeling of importance.” -Dale Carnegie

“This is a hurried age we’re living in. If you’ve got anything to say, say it quickly, get to the point and stop, and give the other man a chance to talk.” -Dale Carnegie

“Make a man laugh a good hearty laugh, and you’ve paved the way for friendship. When a man laughs with you, he, to some extent, likes you.” -Dale Carnegie

“Do you know the most important trait a man can have? It is not executive ability; it is not a great mentality; it is not kindliness, nor courage, nor a sense of humour, though each of these is of tremendous importance. In my opinion, it is the ability to make friends, which, boiled down, means the ability to see the best in man.” -Dale Carnegie

“We ought to be modest, for neither you nor I amount to much. Both of us will pass on and be completely forgotten a century from now. Life is too short to bore other people with talk of our petty accomplishments. Let’s encourage them to talk instead.” -Dale Carnegie

“Actions speak louder than words, and a smile says, “I like you. You make me happy. I am glad to see you.” That is why dogs make such a hit. They are so glad to see us that they almost jump out of their skins. So, naturally, we are glad to see them. An insincere grin? No. that doesn’t fool anybody. We know it is mechanical and we resent it. I am talking about a real smile, a heartwarming smile, a smile that comes from within, the kind of smile that will bring a good price in the market place.” -Dale Carnegie

For more tips like this attend our Engage & Inspire Seminar on 27th July.

Click here to register

Handling Stress and Worry on the Big Stage

The 18th Fifa world cup, the biggest sporting event in the world, is now in full flight, the South African economy is enjoying an estimated boost of $2.85 Billion (US) thanks to healthy sponsorship and fresh stamps in the passports of some 330,000 football fans who will be curtailed by some 41000 police officers deployed specifically to deal with them.

Impressive stats to a spectator, but to a player they mean pressure, stress and worry. The media scrutinizes the every move of the players, so much could of, should have, would have.
Much is written about the players who find the pressure too much, having the physical ability to deliver but not the psychological ability to do so in the big game. The media is then so damming that it is a downward confidence spiral for the player, at the end of the day they are only human and doing their job.

Whilst researching for this blog I was looking at pressure and stress on sports professionals and who of the top performers embody the Dale Carnegie principles. Kelly Slater, the 9 times surfing world champion, who has had 22 years in the worlds top 44 and boasts a higher winning average than any other sportsman. He wins on average 76% of the time he enters in the water at the highest level of competition, the ASP world tour, where at age 38 he is currently ranked #1. To put this in perspective, the more well known winning machine, Tiger Woods, has a PGA record of 29.3% win rate which is the highest ever on the PGA.

Kelly Slater states the majority of his preparation is mental. Before a heat he prepares himself to win and what that will feel like for him, interestingly, he also prepares himself to loose, thinking what that will feel like, how he will react and how his opponent will react. He goes on to explain in his latest documentary ‘Letting Go’ that he only focuses on one heat at a time and if he focuses on the overall competition win, he gets stressed and increases his chances of bowing out in the early rounds.

What does this have to do with Dale Carnegie’s fundamental principles for overcoming worry?

1. Live in “day tight compartments” in this example each heat of competition is a compartment for Kelly, as is each game for the world cup favorites, who cant afford to be focusing energy on the final before they get there.
2. Ask yourself, A) “what is the worst that can possibly happen?” Kelly does this as his pre heat preparation every time, lets hope English goal keeper Robert Green used this principle before the USA match!
B) Prepare to accept the worst, again Kelly routinely does this.
C) Try to improve from the worst, it must work for the 9 time world champion, as 76% of the time he does!

Overcoming the worry and stress allows athletes like Kelly to perform at their very best – consistently. Whilst we cant all be elite athletes, we can apply these simple, yet extremely effective principles to any area of our life which is causing worry and stress.

Angus Firth

Performance Consultant
Dale Carnegie Training London

Actions and values

So there we were in a taxi, when Darrell happened to say down the phone those immediately recognised words "Dale Carnegie". Up to this point our taxi driver was a very chatty and knowledgeable individual who just loved to share everything about the day and the fair city of Dublin. On hearing the words "Dale Carnegie" our cabbie immediately said "one - run, two - zoo..." and quoted ebulliently other snatches from the Dale Carnegie Course. His hitherto animated manner shot into overdrive as he regaled us with stories of his experience on the course in 1982. As always he remembered his trainer, who was the local franchisee.

Well now Darrell and I have a friend in Dublin and Martin Shaughnessy will always be remembered. Not just for his ravings about what the Dale Carnegie Course had done for him and how he has consistently followed the principles and aimed to enthuse others as well. No, not just that, but for something rather more profound. Please forgive the possibility of offence but allow this reportage. Firstly, he said about stress and referring to the trappings and possessions of life - "what does it all matter, we only have the lend of it". How very true! And then, and this one operates only at the deeper level of meaning, "Every cripple has their own way of walking".

This is what he is suggesting - that we all have our own way of getting through life - it does not make any of us the owner of the right way AND it also suggests that we all malfunction in some way and get unconsciously lost in that being the only way.

Allow our actions be a true reflection of our values.

David Pickering
Trainer and Sales Consultant

www.London.dalecarnegie.com