Influence Should Bring About Cooperation And Collaboration

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Influence is one of the biggest factors in both our personal as well as professional lives. It is but natural that we get influenced in one or another, direct or indirect manner. The members of the family we grow up in and the people in the neighborhood or the school are some of the sources that influence us directly as we grow up. Celebrities, achievers and sportsmen are some of the other examples of indirect influence in our lives.

Our managers, peers, colleagues and classmates are other people who influence in our lives. Influence is inevitable. Real influence is one that gently coaxes and motivates another person to follow the footsteps of the influencer. That true influencer is one who doesn’t try to control, but only shows how to do things better by doing it themselves. It should be about bringing about cooperation and collaboration. The ultimate form of influence should reflect what Mahatma Gandhi famously said, “My life is my message”.

How important is influence in the corporate world?

If one has to be an influence on someone else in the workplace, one has to decide whom one wants to influence. Who among these would it be?

  • One’s manager
  • Coworker
  • Employee
  • Customer
  • Suppliers

The power to influence others requires personal power and good communication skills, no matter what the reason for which one is trying to influence: It could be to take someone along with one’s line of thinking or convince them about one’s ideas; it could be to just complete a task, or it could be to work in a team.

High class learning on how to influence others at the workplace

All the elements of how to influence people in the right manner will be taught at a webinar that is being organized by TrainHR, a leading provider of professional trainings for the human resources industry.

The speaker at this webinar is Chris DeVany, who is the Founder and President of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development. Chris has consulted to government agencies from the United States, the Royal Government of Saudi Arabia, Canada, Cayman Islands and the United Kingdom and has published numerous articles in the fields of surviving mergers and acquisitions, surviving change, project management, management, sales, team-building, leadership, ethics, customer service, diversity and work-life balance. He is the author of the book, 90 Days to a High-Performance Team.

To benefit from the rich experience that Chris brings into management and organizational development; please register for this webinar by visiting TrainHR.

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program. This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Polishing the skills of influence

The aim of this fast-paced webinar is to sharpen the participants’ skills for influencing and persuading others. It is for those who have a difficulty in trying to persuade and influence others, those who find creating and building rapport challenging, and those who get overwhelmed when trying to gain commitment from others.

Chris will teach them the ways by which to create rapport, ask directly, listen effectively, and use proven interpersonal skills to improve their effectiveness with individuals and with groups. He will offer important topics, key questions and answers that the participants need to be able to address effectively to improve their team members’ and team’s performance, no matter how widely distributed everyone is.

Tips and suggestions

Chris will explain “8 Quick Steps to Listening More Effectively Every Time”. There will be tips, tricks and techniques that will help the participants influence and persuade more effectively immediately. Participants can put this learning to immediate use at the end of this session.

Professionals in management, for whom influencing others is important, ranging from CEO’s and Senior Vice President to Vice President, Executive Directors, Managing Directors, Regional Vice Presidents, Area Supervisors and Managers will find this session highly absorbing and useful.

Chris will cover the following areas at this webinar:

  • Influence Styles
  • Plan to Influence
  • First Practice
  • Creating Rapport
  • Gaining Commitment
  • Build Assertiveness
  • Influence in Groups
  • Group Exercise
  • Win-Win Influence.

Want to lead? Learn to communicate effectively

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Communication is the most important means by which a person or organization express themselves. Communicative ability is difficult to suppress. At the individual level, there are talented communicators, and there are the effective communicators. A talented communicator can be telegenic, and can bring in only style. Substance may be lacking in the communication of a talented communicator.

On the other hand, the effective communicator is one who communicates with conviction, trust, respect, understanding, empathy and resolution. This is the kind of communicator organizations need.

To be an effective communicator; the communicator need not have the charisma or attractiveness of the talented communicator. Such a communicator does not need to even possess strong vocabulary or a grandiloquent or articulated style, or even the ability to be able to speak in public, or that of being a good listener. The effective communicator simply needs to understand how to read people, realize that communication is both receiving and broadcasting, and be able to adapt to many unique and stressful situations when it comes to communicating with others.

A learning session on how to be an effective communicator

All these behaviors and traits can be imbibed and implemented through proper coaching. The ways of doing this form the core of a webinar that TrainHR, a highly acclaimed provider of professional trainings for the HR industry; will be organizing. To enroll for this webinar, just visit TrainHR

The expert at this webinar is David Rohlander, author of the Amazon-bestseller, “The CEO Code”. With five sixths of his new clients coming from referrals, David is the ideal expert to impart learning on the many aspects of effective communication.

Understanding and integrity are the soul of effective communication

David will seek to offer clarity on a simple, but potentially one the most troubling questions in the minds of many people: “How to communicate effectively”. In exploring the critical elements of the effective communicator; David will teach how participants can develop these traits and how they can use communication to accomplish great things through other people.

David will explain his conviction that understanding is at the root of effective communication. This, to him, is the cornerstone of effective communication. He will expand on this thought during the webinar, earmarking a considerable part of it to making participants understand the role of understanding. When participants imbibe this trait into their communication, they will be able to read people, develop awareness of the self and inculcate technics and methods to practice.

Carry honesty and conviction in words

When people learn to communicate effectively, it brings with it important qualities such as being able to lead, and to persuade and carry conviction, which makes people believe in them and their ideas. This gives them a prominent position in the minds of listeners, because it equips them with the power to practice integrity. Their words carry weight when they are uttered with belief, honesty and goodwill.

The hallmark of effective communication is integrity in the words, which is what separates the effective speakers from the talented ones. If this important quality is lacking, they are going to lose the trust and faith that people repose in them. This will make them no different from politicians.

This webinar will offer important learning to professionals across the entire spectrum of organizations, for whom communication is a key part of their work and success. C-Level executives such as CEO, CFO, COO, Vice Presidents and Regional Managers, managers and supervisors, newly promoted managers, and high potential employees being groomed for Leadership & Promotions will benefit in a large manner from this webinar.

At this webinar, David will cover the following areas:

  • What is effective communication?
  • Trust
  • Respect
  • Understanding
  • Empathy
  • Resolution
  • It is an Art.

5 attributes for employee assistance program

An Employee Assistance Program (EAP) is a program that an organization implements to ease some of the personal problems faced by its employees. An employee assistance program is largely voluntary, in that it is not mandatory either for organizations to implement it, or for very employee to avail it.

employee assistance program - TrainHR

According to the Employee Assistance Professionals Association, here’s what to look for:

  1. 24/7 phone response. Seek out providers that have trained counselors on duty answering a toll-free phone line at all times. Avoid EAPs that require users to navigate an elaborate phone tree before reaching a counselor.
  2. Confidential services. Licensed, professional counselors should deliver assessments and face-to-face counseling sessions in safe, private and confidential offices. Make sure there are enough counselors in your area to deliver timely services in both urgent and nonurgent cases.
  3. Referral support and follow-up. The EAP should assist employees by providing referrals for long-term or specialized care based on assessed needs, recommended treatment and employees’ financial resources. The EAP should provide follow-up and ongoing support for employees.
  4. Crisis intervention. Will EAP counselors come to your facility if there’s an emergency, such as an incident of workplace violence? Good EAPs can provide counseling for traumatized employees. They can also help management coordinate emergency-response plans.
  5. Substance abuse expertise. Given their disproportionately great impact on the workplace, drug and alcohol abuse problems often represent the bulk of EAP cases.

Can creative persons be good leaders?

Can creative people be good leaders? Leadership can be an art to an extent because it requires intuitive responses to different situations and can thus be creative to an extent. But is a person who is entirely creative, the right choice for a leader? This is a big question for many organizations, and with full justification.

Getting the most creative one to lead

This happens in team sport all too often. We have innumerable instances of very talented players going on to become captains of their teams, only to come a cropper all over, with disastrous results. Usually, the push to make the team’s most talented player the captain comes from the management. It is tempted to equate creative talent with leadership talent. The two are not always on par with each other.

In organizations too, the same temptation sometimes plays on the management. Whether creative persons go on to become successful leaders is always open to question. Many leadership pundits draw a parallel between the two by thinking that if creativity is all about thinking out of the box; so is leadership.

But leadership can be a science too!

This thinking is true, but to a limited extent. For that matter, leadership can be a science too, because it involves going about situations in a logical and process-oriented manner. Does just this much make leadership a science? To an extent, leadership can be both, but to get to the focus of this discussion –that of whether creative people necessarily make good leaders –one perspective we have to take is whether creative people can take logical decisions.

This is a major aspect of the discussion. By its very nature, creativity is bereft of logic. We don’t expect to see any rationality in a Da Vinci or Picasso painting. Do we? Creativity is the free and unrestricted and usually, unstructured flow of ideas. Does this make a person with this at his core suited for leadership? If leadership is all logic and if creativity is the exact lack of it; how does a creative person become an effective leader?

Leadership and creativity are two different boxes

Saying this much does not meant that there is any doubt about the leadership ability of the creative persons, but let us bear one fundamental point in mind: Creative persons can think of not just out of the box, but sometimes even out of the world ideas, but generally ONLY if it concerns their area of work. Leadership is not likely to be, for instance, a musician’s prime area of work. Stretching this example to organizations, we may have an animator who could come up with kickass ideas, but those will usually be design ideas.

Yes indeed, leadership is also a lot of inventiveness and thinking at the drop of a hat. But this is of a different nature altogether. A leader can think about business strategies and other aspects very creatively and differently, but this is creativity of a different type from the one concerning pure creative stuff. This is how it goes: Leaders can be creative, but seldom do creative people become leaders. Make no mistake –leadership does require creativity. But that is the kind of creativity that is confined to leadership skills. In fact, every profession requires a certain level of creativity of the kind and limit it permits.

We are all unique in our own sense

Why is it that creative people usually struggle as leaders? It is because of the human mind’s inability to think in different directions with the same effectiveness. We all come with unique talents. We all have our individual traits. Largely predetermined by genetic and many other factors, these are the very essence of our true selves. This explains why some people are born with the ability to run well, while others cannot. Some others are great singers, while others cannot think of a tune. To do something that goes against the basic grain of our core; it takes a lot. The person may do it out of compulsion or for the challenge, but it will never be accomplished with the ease with which someone born with that talent can.

There are a few leaders from the creative fields, too

There are many examples of creative persons who have gone on to become effective leaders, but they are more the exception than the rule. They are usually people with multifaceted talents that go on to perform these seemingly contradictory roles with ease and aplomb. It is akin to how charismatic actors have gone on to become well-known leaders. Ronald Reagan is perhaps the best example that one can think of. We have had quite a handful of such artistes who have become politicians in the developing world and led their countries for a considerable point of time and with reasonable success.

In the normal course, expecting an utterly creative person to automatically become or do well as a leader is a difficult proposition. One cannot come out with generalized answers. On the whole, if we have to answer the question of whether creative persons can become leaders, we have to judge on a case-to-case basis.

Reference:

http://www.forbes.com/sites/chunkamui/2011/02/06/are-the-people-in-your-organization-too-smart-to-be-creative/

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TrainHR
webinars@trainhr.com
http://www.trainhr.com
Phone:800-385-1627
Fax: 302-288-6884
43337 Livermore Common | Fremont| CA | USA | 94539

Use of psychometric tests by HR

Mature and professional HR in any organization realizes that its most important contribution to the organization is in finding the right people and more importantly, making the organization retain them. People are the most valuable resource in any organization, and nothing is more satisfying for HR than to provide the organization the perfect fit.

Resilience matters more than anything else

So, how does HR size up the “perfect candidate” for any suitable position? Of course, the usual parameters are skill sets, qualifications and experience. But there is something that is of paramount importance, something that is a far better indicator of a person’s suitability than all these, and that is the candidate’s temperament. While qualifications, skills and experience are more obvious, there is no hint in any of these that the candidate has the most important quality the organization looks for –tenacity. This is the defining difference between good and great candidates.

Something like IQ and EQ

We can draw a parallel between this quality and emotional intelligence. In the past, if a person had a good intelligence quotient (IQ), it was considered a hallmark of exceptional ability. But over the years, psychoanalysts came round to the conclusion that intelligence and knowledge in themselves were not a sufficient measure or necessary yardstick of a person’s ability.

They identified one quality that was far superior as a marker of their character, and that was fortitude. This is what is termed as emotional intelligence, or the ability to be intuitive and smart in crunch situations. This requires being able to think on one’s feet and come up with offhand solutions to any unforeseen situation, rather than rely on textbook knowledge, which cannot answer questions beyond a point.

Psychometric tests to gauge the candidate’s ability to withstand pressure

This, in a nutshell, is what smart candidacy is all about. Qualifications and experience do matter, but what is more critical is the ability to solve real-life issues, challenges and difficulties. A good psychometric analysis by HR will help identify these qualities in a candidate.

How does HR do it? One simple method could be to ask tough, or what are called smart questions at the time of the interview. A good candidate may have had a decade’s experience in handling and working on set systems, but the smart candidate is one who has known how to use common sense in resolving challenges. HR could pinpoint and ask for specific situations in which the candidate resolved issues using commonsense rather than application of rote knowledge. It could verify from its sources with the current employer if the claims were true. It could put a number of such posers to the candidate and come to some conclusion about this all-important quality of a great candidate.

Reference:

http://www.1stexecutive.com.au/improve-recruitment-/psych-assessments

 

Contact Details
TrainHR
webinars@trainhr.com
http://www.trainhr.com
Phone:800-385-1627
Fax: 302-288-6884
43337 Livermore Common | Fremont| CA | USA | 94539

The art of retaining good employees

It has been said time and again by management experts that an organization’s greatest asset is its people. Even technological innovation takes a backseat in terms of importance, because technology is after all created by people.

When it is understood that it is people who make or break organizations, organizations should do everything they can to retain people. Retention of this most important resource should be the greatest priority. But why is it that people still keep leaving organizations? A higher pay may be a factor, but there are other reasons for which they leave.

First, understand

The most important element that HR has to understand is the set of reasons for which people leave organizations. Organizations that are serious about growing should realize why this is so, and should do their best to keep talent. Unfortunately, most top brass of organizations don’t realize this, a fact borne out time and again by authoritative surveys and studies.

The most important factor which makes people, especially the senior ones, seek greener pastures, is that there is nothing left for them to achieve. When the senior employees get this feeling, it is a reflection of bad hiring practice, because it follows that the senior managers were not properly apprised of the requirements for their position, or these requirements changed over time. In either case, it speaks poorly of both management and HR.

Poor handling of resources

It is said that people don’t leave organizations; they leave their managers. This fact sums up the entire situation: people who leave generally act more out of frustration and disgruntlement for their managers than for their organization or job. Management and HR have a crucial role in ensuring that this is not the case, because managers may be important for organizations, but the lower rung is as important. It is they who will hold the organization’s reins in the future. They need to be understood and nurtured. If they leave for reasons such as disappointment with the way they are treated by their seniors, it is time for HR and management to haul the seniors up.

Other factors

While lack of recognition for work done and lack of opportunity for growth are the two most important factors for which people leave, followed by pay; organizations need to look at other factors that make people leave organizations and take steps to correct them. In many organizations, favoritism, partiality and nepotism prevail. In others, poor pay and benefits could be a factor. In some others, strict or rigid working conditions could be the reason for which people leave. In yet others, it could be paucity of transparency by the top management. Any organization’s management that is serious about keeping people should assess where it is lacking. Correcting itself is an imperative if it has to be a competent organization.

References:

http://www.gautamblogs.com/2006/05/10-reasons-why-organizations-are-not.html

http://www.zdnet.com/why-do-good-employees-leave-1139225146/

Contact Details
TrainHR
webinars@trainhr.com
http://www.trainhr.com
Phone:800-385-1627
Fax: 302-288-6884
43337 Livermore Common | Fremont| CA | USA | 94539

Handling fraud in the workplace

Fraud of any nature is a serious issue at the workplace. No employee worth his salt is expected to resort to commit fraud, no matter what the provocation. It is a matter of major concern for both the employee and the employer. If the employee shows himself to be someone who cannot be trusted; the organization that is not able to or keen to deal with fraud projects itself poorly to the outside world and will have its reputation dented.

What is fraud and why is it committed?

It is difficult to define a fraud, because like sin, it is subjective. It is not in the same league as crime, which goes by strictly defined legal parameters. In a broad sense, we can understand fraud as an illegitimate act that causes harm to the organization in one or another way. An act of financial misappropriation is an example of fraud. There could also be a kind of fraud in which, for instance, data is stolen. This could result in indirect financial loss to the organization. There are other ways by which an employee can harm the organization, such as by bringing disrepute to it, but this does not constitute fraud.

Although people with criminal tendencies that have access to finances commit fraud, some others may do it out of a sense of revenge. They may feel like hitting back at the organization as a form of retaliation for any wrong on its part, either real or perceived.

How to organizations handle fraud?

First, the organization has to have a clear definition of which kind of acts by an employee or the management constitutes fraud. It has to enforce this by keeping vigil on its finances. Regular audit is a healthy practice, and it pays, because irregular audits or audits carried on at very infrequent intervals may not help the company detect a fraud.

The investigation into the fraud has to be thorough, objective and professional. Those found guilty should be handed exemplary punishment, but in a suave manner. It should be of such nature that the employee should be given the chance to offer his side of the story. A highhanded approach will not be a good example of the company’s attitude.

If it has some doubt about a person’s integrity, it should make sure that such a person is not kept in a position in which fraud is easy to commit.

Reference:

http://www.managers.org.uk/page/best-practice-workplace-fraud-enemy-within

 

Contact Details
TrainHR
webinars@trainhr.com
http://www.trainhr.com
Phone:800-385-1627
Fax: 302-288-6884
43337 Livermore Common | Fremont| CA | USA | 94539