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How to Say ‘No’

By |July 21st, 2014|Leadership, School of Corporate Governance, School of Leadership, School of Management, School of Project Managment, Schools, Soft Skills, Training|

In difficult times, managers are often called on to exercise their powers of veto. Saying 'yes' is so much easier - it's certainly so much less confrontationalist and unpleasant. But managers often have to say 'no' - to proposed expenditures, to the call for extra staff, and to new ideas and other proposals from staff. There is a right way to say 'no' and to minimise the rejection or disappointment that may result... 1. Know when to say no. No is a powerful word. Here's when you might want to use it, suggests motivational writer John Milne: Say No to allow you to define your priorities. Consider international speaker Dr James Dobson. He had to say no to hundreds of speaking invitations that were taking him away from his family. Say No to take control of your time. Control this precious resource by saying a selective, definite no to those meetings and invitations that consume your valuable [...]

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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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Giving Effective Instructions

By |August 26th, 2013|Leadership, Online Short Courses, Qualifications, School of Business, School of Leadership, School of Management, School of Online, Distance, Schools, Shortcourses, Soft Skills, Workshops, Workshops|

Not everyone can give orders that are clearly understood and carried out to the letter. If you’ve been frustrated by not having your orders (or 'requests' or 'suggestions') carried out, you may be overlooking the obvious - that in most cases the fault is yours, not that of your staff. Here are some suggestions to ensure that your orders are understood and obeyed... 1. Know exactly what you want. Before delivering instructions, know exactly what you want and how you are going to communicate your requirements. What precisely is the result you have in mind? 2. Select the right person for the job. Orders will be more effectively carried out when you select a person with the ability and desire to carry out the task, so get to know the capabilities of your staff. Make sure that the person you select for a particular job is capable of completing it. [...]

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Tips and Tricks: Organising Others to Save Time!

By |August 21st, 2013|Leadership, Qualifications, School of Business, School of Leadership, School of Management, School of Online, Distance, School of Project Managment, Schools, Shortcourses, Soft Skills, Target Markets|

In our last blog post we explored some simple steps that you can take to organise others and save yourself time. Here are a few more handy tips and tricks based around this very important topic. The more time we save the more successful we can be! Here's an idea How many times have you been on an important phone call when a colleague comes into your office (or lingers beside your desk), stands there, and waits for you to finish the call so s/he can tell you something? This, of course, is distracting - if not discourteous, to you and can destroy your focus during the call. And, of course, your colleague is wasting his/her time waiting for you to finish. The solution? Keep a pad of paper and a pen on the corner of your desk. Every time this situation occurs, push the pad over to the person [...]

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What and What Not to Delegate!

By |August 16th, 2013|Leadership, Qualifications, School of Leadership, School of Management, Schools, Shortcourses, Soft Skills|

In our last blog post we discussed delegation and how vital it is when you are a manager. But it's not about throwing every task away so that you can focus on one or two things...you need to know what tasks to delegate and what ones to look after yourself. "Delegation is the discovery that your people are 100 per cent more capable than you ever realised." David Freemantle in Superboss. What to delegate? In 'Making Delegation Happen', Robert Burns lists the tasks which he believes make good candidates for delegation: Routine - such as departmental form filling, sorting and prioritising incoming mail or emails Necessity - such as fact gathering for reports such as inventory counts, sales figures, overtime records, classifying customer complaints Trivia - such as organising a farewell party, relocating the water cooler, or deciding on a colour to paint the foyer. Special tasks - such as [...]

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How to Delegate Effectively

By |August 12th, 2013|Leadership, Online Short Courses, Qualifications, Resources, School of Leadership, School of Management, Schools, Shortcourses, Soft Skills, Workshops, Workshops|

Managers get things done through other people. They delegate primarily because it makes their job easier. If they try to do everything themselves, they become unnecessarily burdened; their performance and health deteriorate; they fail to develop their staff adequately; and, in time, the organisation will suffer. Indeed, many writers believe that the ability to delegate is the main distinguishing feature between good and bad managers. Knowing how to delegate is a crucial management and leadership skill... 1. From your prioritised jobs, select one to delegate. List in priority order those tasks you might consider delegating. To qualify for this list, a task should be taking too much of your time, be not strictly related to your key role, be rather routine, be appropriate and challenging for another staff member, or be better undertaken by someone with more appropriate skills or know-how than yours. The purpose of delegating is not just [...]

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