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How to Encourage Feedback

By |February 21st, 2014|Leadership, Online Short Courses, Qualifications, Qualifications Advanced Diploma, Qualifications Certificate IV, Qualifications Diploma, School of Business, School of Civil, Construction, Mining, School of Corporate Governance, School of Leadership, School of Local Goverment, School of Management, School of Project Managment, Schools, Shortcourses, Soft Skills, Training|

Feedback provides managers with the information they need for sound decision-making. Indeed, it's important for bosses to stay in touch with their employees - that's where many winning ideas come from. As well, feedback acts as a kind of early warning system about potential problems and grievances. Unfortunately, many managers don't realise that achieving this form of upward communication requires a good deal of intelligent activity on their part... 1. Know why you need feedback from your staff. Feedback from employees alerts you to what may be going wrong, to discrepancies between how your staff see their jobs and how you see them, to conflicts, to inadequate workflow, to deficiencies in supervision, to low morale, and to other emotional staff issues. And just as importantly, feedback lets you hear about what you’re doing right, so that you can then continue in or refine these areas. 2. Tell people you want [...]

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Starting Well in Your New Workplace

By |February 19th, 2014|Leadership, Qualifications, Qualifications Advanced Diploma, Qualifications Certificate IV, Qualifications Diploma, Resources, School of Aboriginal, Torres Strait Islander Leadership, School of Business, School of Civil, Construction, Mining, School of Corporate Governance, School of Leadership, School of Local Goverment, School of Management, School of Online, Distance, School of Project Managment, Schools, Shortcourses, Soft Skills, Training|

Here are some extra tips and quotes we've complied to help you begin your new job successfully. "Remember the seven secrets of being a number one boss: Develop professional expertise. Sharpen your communication skills. Cultivate enthusiasm. Keep an open mind. Pay attention to accomplishment. Be accessible. Respect your staff - treat your staff as you treat your clients." Cheryl Reimold, Being a Boss, Dell, NY, 1984, p.120. Viewpoint "The top-performing managers are cheerleaders, not cops; enthusiasts, not referees; nurturers, not naysayers." Tom Peters, to a Stanford University audience. Don't forget Three useful pieces of advice: Don’t expect anyone to behave, think, or respond as you would. Always expect the unexpected and plan for people to be unpredictable. Always have Plan B available for when Plan A bites the dust. And Remember Drucker’s Six Deadly Sins Management’s elder statesman, Peter Drucker, identified six frailties which he advised those who take on [...]

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How to Build on the Successful Start in Your New Job

By |February 17th, 2014|Leadership, Qualifications, Qualifications Advanced Diploma, Qualifications Certificate IV, Qualifications Diploma, Resources, School of Business, School of Corporate Governance, School of Leadership, School of Local Goverment, School of Management, Schools, Shortcourses, Training|

A manager who has succeeded in making a successful start at a new job needs to consolidate the benefits gained in those first few weeks. To maintain that momentum, here are some further suggestions... 1. Seek out a mentor. Ask for or identify a superior or colleague who can 'show you the ropes' and assist you through the first few months. Stay in contact with this mentor and take the opportunity to learn. Your mentor will acknowledge your enthusiasm, recognise your ability, and be eager to continue this working relationship. 2. Listen to what others have to say. It's been said that listening is 50 per cent of our education - so listen more and talk less. Use speech to post winners, not to attract attention. Accumulate information and use it to your advantage. Your aim should be to ask smart questions to find out what you want rather than [...]

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Energising Employees

By |February 14th, 2014|Leadership, Qualifications, Qualifications Advanced Diploma, Qualifications Certificate IV, Qualifications Diploma, School of Business, School of Leadership, School of Local Goverment, School of Management, School of Project Managment, Schools, Shortcourses, Training|

Why do employees need to be energised? Shouldn’t they be responsible to do that for themselves? Managers and employers are becoming more and more aware that energising employees benefits, not only the employee, but the whole company or organisation. If the working team are motivated and feel supported by their bosses, nothing can stand in their way! "If the working team are motivated...nothing can stand in their way!" Here are 6 reasons where energising may need to occur and why: If the company has recently experienced downsizing and severe organisational change, employees may feel unsettled and insecure about their positions. This could cause them to be less productive than possible. Ensure you create an environment that rebuilds trust and empowers those who are still working at the organisation. They will be re-energised and ready to progress. Employees today, because of generational differences, prefer to be more self-directed rather [...]

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Implementing Change in your Workplace

By |February 12th, 2014|Leadership, Qualifications, Qualifications Advanced Diploma, Qualifications Certificate IV, Qualifications Diploma, Resources, School of Business, School of Civil, Construction, Mining, School of Leadership, School of Management, School of Project Managment, Schools, Shortcourses, Soft Skills, Training|

In our last blog post we discussed how to bring about change in your workplace. We've compiled a few extra quotes with suggestions to inspire and prepare you even more in this area of management. What do you think? "People don’t like change, we’re told - but don’t believe it. People neither like nor dislike change. They are concerned, however, about the possible results of that change. They will like the change if you create basic, concrete, gut-level benefits for them in it. That means doing such things as getting out accurate information about the changes, and when they begin, making a ceremony out of each milestone, all the time making certain your staff will benefit, and understand the benefits." ~ US management consultant, Karl Albrecht Something to Muse Over: Machiavelli who warned us about trying to change things: "There is nothing more difficult to carry out, nor more doubtful [...]

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How to Prepare to Bring About Change

By |February 10th, 2014|Leadership, Qualifications, Qualifications Advanced Diploma, Qualifications Certificate IV, Qualifications Diploma, School of Business, School of Civil, Construction, Mining, School of Leadership, School of Management, School of Project Managment, Shortcourses, Soft Skills, Training|

Planning for change can occupy a great deal of a manager's time and energy, but it is not a process that can be left to chance: it can be tricky and disruptive if handled badly. Whether implementing a new job-rotation scheme, rearranging the office layout, introducing new technology, relocating your manufacturing operations, or anything else, a manager must use a preliminary, systematic planning approach to bring about successful change later... It's easy to feel like this when trying to implement change in your workplace... 1. Be convinced that change is necessary. Are you sure that the intended change is sound and that there is every likelihood it will succeed? Is it practical, ethical, cost-effective? Will it solve more problems than it will create? Is it based on untested theory or speculation, on fashion, or a whim? Are the risks acceptable? Has it proven successful elsewhere? Can you specifically identify [...]

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Developing Staff through Delegation

By |February 7th, 2014|Leadership, Qualifications, Qualifications Advanced Diploma, Qualifications Certificate IV, Qualifications Diploma, School of Business, School of Leadership, School of Management, Soft Skills, Training, Uncategorized|

In our last blog post we discussed some simple steps towards effective delegation. We've compiled a few extra tips, stories and suggestions to equip you even more in this area of management.  "Delegation is difficult. It is perhaps the hardest thing that managers have to do. The problem is getting the balance right between delegating too much or too little and between over- or under-supervision. When you give someone something to do you have to make sure that it gets done. And you have to do that without breathing down his (or her) neck, wasting your time and his, and getting in the way. There has to be trust as well as guidance and supervision." Michael Armstrong, How to be an Even Better Manager, Kogan Page, London, 1988, p. 118. Here's an idea Leadership skills are becoming more important in the workplace - and not just for managers. As organisational structures [...]

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How to use Delegation to Develop Your Staff

By |February 5th, 2014|Leadership, Qualifications, Qualifications Advanced Diploma, Qualifications Certificate IV, Qualifications Diploma, School of Business, School of Leadership, School of Management, Soft Skills, Training, Uncategorized|

In a nutshell, managers need to delegate to get things done. But, if used wisely, delegation has additional advantages. It can enrich the work of your staff, develop their management skills, instil in them a sense of commitment to the organisation’s goals, reveal to you their previously undisclosed talents, and prepare them for advancement. Delegation can indeed be a rewarding tool for staff development - provided you adhere to a number of important principles... Do you sometimes feel like this? 1. Try not to delegate only to the most capable people. Resist the temptation to delegate only to the most capable staff members. Certainly the strong will get stronger - but the weak will only get weaker. By distributing assignments widely, you will be building a team of versatile performers and a handy group to have when emergencies arise. When delegating to someone who has less than ideal experience, [...]

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