Practical things a frontline leader can do to make a difference in the motivational levels of your people. The thing about behaviour change is that you can’t do it for them, nor can you always be around when the going gets tough. For those people doing the actual moving towards behaviour change, they need to:
• want to do it,
• think they need to do it,
• think they can do it, and
• think they should do it now.
The combination of all those conditions is what we label ‘motivated’. What can you do to make that more likely to happen? This webinar gives you a buffet of tools & techniques to make that easier.
The Presenter is Terry Williams is an expert, author and motivational speaker on engaging people. A trainer and facilitator for over 25 years, he’s also a columnist in ‘Employment Today’ magazine. His book ‘The Brain-Based Boss’ takes psychological research and breaks it down, to make it interesting and useful for people wanting to improve their performance and engage the people they work with. His new book ‘Getting Better Buy-In’ provides techniques for frontline leaders to nudge their teams towards behaviour change. Terry is also a professional stand-up comedian, performing in several NZ International Comedy Festivals. More at terrywilliams.info
Our longevity, health, quality of life and personal productivity are due 30% to luck and 70% to our choices and behaviours. What are 10 choices we can make, any one of which would actually diminish our odds of decline or disaster? How wrong are we when it comes to estimating where our problems will occur?
What are the habits of those who do live longer and remain happy and meaningfully productive for longer? What are the signs to watch out for that maybe now is the time to start taking control rather than continue to rely on your body's and mind's good luck? What clues are there that the fad you're reading about is snake-oil quackery?
“Sleep is a waste of time.” – Thomas Edison (Inventor of the lightbulb, possibly the single item most responsible for messing up our Circadian Rhythms.)
Though researchers don’t know the exact mechanism, it seems that chronic lack of sleep causes inflammation, elevates blood pressure and heart rate, and affects glucose levels, leading to a much higher stroke risk in the sleep-deprived. Sleep increases the ability of the four main healthy lifestyle habits (a healthy diet, exercise, moderate alcohol consumption and not smoking) to protect the body against cardiovascular disease.
So, what can we do...?
Poor sleep can increase your risk of a stroke by 400%. Ineffective sleep makes you less productive immediately, not at 3pm the next day. If you pour red bull into your laptop, it doesn't work as well. The same goes for your body and brain.
Much time, effort and expense is wasted on hiring the wrong people. Job interviews are critically important, yet the vast majority of people conducting job interviews have received zero training at job interviewing. Here is a walk-through a simple but consistently effective approach to conducting job interviews, either solo or as part of a panel. From defining the role to drafting effective and purposeful questions to the mechanics of the face-to-face interactions to the post-interview work - this ep lays it out for you. And there's a handy tip sheet too.
People with strong connections to their future selves make better decisions. In the absence of time travel technology like the Terminator movies, how can we generate such connections?
A half dozen or so studies on how physical space influences behaviour, decisions and relationships.
When we start a job, how accepting are we of the way things are done around here? Where's the challenge or validation of things that may have lost their point or been surpassed?
A quick snapshop of a couple of studies on how our behaviuour can be nudged by others through small positive actions.
A few tips and techniques on getting the right amount of sleep consistently and optimising its quality, plus a breakdown on some consequences longterm for not doing so :-(
I talk about debriefing in a training context then a workplace context, plus recommend an HBR article by Doug Sundheim.
Some thinking around the inter-relationships and conflicts between social norms and marketing norms when it comes to influencing the behaviour of others.
Short n sweet - a quick story about a quirky psych study showing how we perceive that others take far more notice of us than they actually do.
What is a 'shift worker'? Is a tired employee 'fit for work'?
You never get a second chance to make a first impression. What tricks do our lazy brains pull on us and others? How can we prevent or lessen these, or, how can we leverage these to our advantage?
Continuing on from the last episode, we look at the criteria by which we assess our past jobs and provide a tool with which we can steer towards future jobs.
Recommending this book by Chris Johnson: http://www.kerridgepartners.com/resources-books/taking-charge-the-book
My responses and reactions to a speaker I MC'd at a conference last week who spoke about career planning. What jobs are coming and going? Too many of us too often think about our careers and ask, "What next?" A smarter road is to ask, "Where to?"
I recommend Chris Johnson's book available at: http://www.kerridgepartners.com/resources-books/taking-charge-the-book
Following up last week's episode about how our brains fill in the gaps and make up memories, this episode gives a great case study, suggests some solutions and there's a neat optical illusion activity to prove our actual blind spots.
We often miss things. We often remember things that never were. We are very reluctant to believe that we miss things or remember things that never were. Memories are less like CCTV footage and more like all of us being directors of reboots / reimaginings of our lives.
In this episode, I look at several pieces of research around the illusion of familiarity and how evolution and experience has shaped us into preferring the safety of the familiar and distrusting the novel. This impacts on people in the workplace - the aversion to change in many and the errors people make in perceiving patterns in randomness. A higher performing workplace culture builds into its processes self-correction and the challenging of assumptions. How can we tweak our workplace cultures to be more like that?
Gladwell drew a lot of attention to the notion of expertise requiring 10,000 hours. In this podcast, I talk about the original researcher, the very narrow application of the theory, and the set of practical steps anyone can apply for themselves and those they lead (as long as you're really keen and passionate about what performance you're trying to improve.).
We might imagine that a tremendously positive workplace envrionment is a productive place to work. Research shows that a totally positive workplace isn't as productive as you might think. There's a place for negativity in proportion. How can we, individually and in teams, see things and behaviours as they actually are and critique them?
So often we try and teach others or coach others or supervise others in a way that clashes with the way people naturally learn. It's quicker, cheaper, more effective and longer-lasting if we can plug into the way people learn naturally. In this episode, I talk through some techniques to quieten our unhelpful inner mental critics and guide people to leverage the power of their own subconscious minds to practise and learn experientially in a way that sticks and drives purposeful changes in behaviour.
Picture if you will a vertical axis called 'Challenge' and a horizontal axis called 'Skill.' Various combinations of challenge and skill can result in a person being in a state of apathy, worry, control... but what we're aiming for more of is 'FLOW' - a magical (not really magical) state where a high level of skill meets a high level of challenge. Time flies and good things happen.