Secret of Change Management – motivation, leadership skills, development, styles and business strategy – motivational conference keynote speaker – speech by Patrick Dixon

todays crazy world www.globalchange.com How to make things happen – change management, motivating people, leadership styles – motivational speech by Patrick Dixon.

Success Management – Developing Personal Success Skills

Success management involves developing personal success skills that enable you to shine when others fail. Let’s start by asking you a few questions:

– Can you tell your employees what they want to hear, even though it is bad news?

– Do you know where you stand as a leader?

– Do you understand your own personal brand?

– Can you make a decision stick – and stick by your decision?

If you cannot answer all of these positively and with confidence then you need to work on your personal success skills. Success management will not help you manage success, but will help you to be successful. It might not make you a great manager or leader, but it can give you the right attitude towards achieving the success you desire.

Many people are unable to manage their personal lives, yet pretend to be able to manage others. Perhaps they can, but one measure of the success of a manager is how successful they lead their own life. Management is not leadership, of course, and it takes more than good management to make a good leader. However, success itself requires neither good management nor good leadership, although the latter is more of a measure than the former. Good leaders are respected, and true success management is difficult without gaining respect – the respect of your family, employees or colleagues, and even of those above you in the hierarchy.

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Management Development Training for Men and Women – is There Any Difference?

So is this difference in style just a perception or is it based on any evidence?

We are aware of the animal studies than show the differences in behavior between males and females that have characterized females as being more nurturing and of males classically exhibiting aggressive, dominant “A”€ type behavior -€“ but how far do these results transfer across to management roles in organizations?

We also know that there are differences in some physical performance aspects of men and women which have to be taken account – especially in occupations where physical strength and stamina is important e g The Army, The Fire Brigade

When we look at some of the more sophisticated Psychometric tests measuring personality characteristics such as 16pf, we do know that there are some gender differences which are significant enough for us to use different norm tables for men or women in order to normalize any comparative results.

So if we accept that there are some gender based differences in managerial style and approach should we then provide different forms of management development training for man and women?

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Management Development Makes Managers Better

In today’€™s fast-paced work environment, many managers are thrust into leadership roles without formal training.  Their success, or lack of it, has a tremendous impact on profitability. A recent Gallup survey of more than 1 million employees found that the most prevalent cause for people leaving their jobs is their immediate supervisor and that poorly managed workgroups are an average 50 per cent less productive and 44 per cent less profitable than well-managed groups.

Management development can be used to improve poor management practices and leadership development at any point in the employee lifecycle.  By keeping a record of your employees’€™ talents, skills and preferences, you will be able to help your managers become better managers.  Management development will also help you effectively manage, motivate and retain your talent.

With objective, quantifiable data about individual employees, you can make the best possible employee development and training decisions. By identifying employees who need improvement, the areas in which they need further development and the progress they have made toward improving the necessary skills, you can set your organization up for future success.  Management development works in three parts:

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Management Development

It’s not easy being a manager.  Where, in times of trouble, does the business buck get stopped?  With the manager.  Who, when things go well, ends up with the burden of expectation that, from now on, above-average performance becomes the norm?  The manager.  And who gets nailed from all sides, when those new averages can’t be maintained?  Got it in one.

The manager is responsible for the performance, or non-performance of all staff – despite the fact that, as often as not, the manager has had promotion thrust upon them, pulled, like Macbeth, into a web of forces beyond their control.  This, then, is where management development comes in.  Management development allows companies to train their (often reluctant) managers – giving them the tools to make their lives a lot easier and company productivity a lot better.

Management development, like most work-related training programs, can be undertaken with minimal disruption to the daily running of an office or store.  Good management development courses are tailored to the needs of the company in question – so one management development model might be on-site training for store managers, while another might involve single-day seminars for mid-level office management.  In all cases, management development training focuses on a Sun Tzu-esque single-minded issue – teaching normal people to lead.

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