How understanding a horse can make you a better leader

If you have ever wondered how to improve your ability to communicate with people in your team, then consider doing what my Academy group did last week and try communicating with a horse.

My group of business leaders, MDs and CEOs spent a half-day working with Lisa Brice, who is also an NLP Trainer, and with her horses. It was a most enlightening and enjoyable experience and one that I recommend to any business leader.

In order to work with a horse, you first need to create rapport. That is not as simple as it sounds. As Lisa comments on her Horses for Courses^tm site, “Horses live in the moment and will give us immediate and honest feedback about how we are relating to them. They provide a fantastic mirror; the way we approach horses is often how we approach other relationships and interactions. Horses are prey animals and humans are predators. Our hardwiring is completely different. Mastering how we can find a common ground for understanding and communicating opens up the dynamic opportunity of learning how to communicate with anyone, in any given circumstance.”

As we discovered, working with a horse – Lisa calls it ‘equine assisted experiential learning’ – is less about knowing how to speak to a horse and much more about establishing resonance through body movement and body language and about your attitude to the task.

As with all experiential learning, it is not about success on the day but more about what you can take away from it. In this case, what I took away was the application of some of the techniques that worked with the horses to the push and pull of leadership. Communicating with people may not always seem to be a similar process, after all we re intelligent and react to logic. But it might pay to remember that we are animals, too, and react at an instinctive level just as the horses do.

In order to communicate well with your team and resonate with them, it pays to remember their preferred style of approach, to keep your body language congruent with the words you use and to use the feedback from their facial expressions and body language to adjust the delivery of your message.

I’m a strong believer in continuous change and improvement. Just as you cannot ask horses to do anything that involves sudden change, so it is true of business and the people in your team. Change is best when it happens naturally and progressively.

If you create a sudden change, it may not only be the horses that will be frightened.

Brian Chernett, Chairman Academy Group 2

The Academy for Chief Executives, a leading provider of experiential business learning® facilitates peer groups of CEOs and Managing Directors who meet together every month to network and take full advantage of experiential learning. To hear great speakers like this every month and engage in The Board You Could Never Afford®, to find out more about the London/Herts Group, or to find a local group near you, visit www.chiefexecutive.com.

 

Learning Through Action – to Become a Better Leader

Leaders Forum 9, chief executive mentoring and experiential learning group (with members from the Herts, Beds, Bucks & London area) undertook some very real experiential learning during their Mid-Year Progress Review. We worked with Norman Carter, (pictured below), using a Learning Through Action process in a series of leadership and team exercises in the gardens of one of the members (see Norman’s website at www.learningtaction.co.uk).

Each member led one exercise and received feedback on “What its like to be led by you”. This was related back to their mid-year achievements back in the workplace and their own individual leadership styles.

Many of the results of the exercises gave us very transferable lessons that we used during the Mid-Year Review and I know we will be able to refer back to at future meetings. One exercise clearly demonstrated that in order to achieve a bigger and better result, we must change our work process and methods; the same old process will not deliver improved results. This was extremely helpful to many members.

We used the OPERA technique to review all the exercises:

Objective
Plan
Execute
Review
Amend

This worked really well too.

All in all, it was a great session, full of fun, laughter and learning, we solved problems, worked on our planning, communication and review skills and the session was voted a “9″ (out of a possible 10), by our members.

Joanna Jesson, Chairman Leaders Forum 9

The Academy for Chief Executives, a leading provider of experiential business learning® facilitates peer groups of CEOs and Managing Directors who meet together every month to network and take full advantage of experiential learning. To hear great speakers like this every month and engage in The Board You Could Never Afford®, to find out more about the Herts, Beds & Bucks Group, or to find a local group near you, visit www.chiefexecutive.com.

 

Make The Most of The People You Have

Academy Group 101, chief executive mentoring and experiential learning group (with members based in NYC, USA) recently heard international speaker and author, Vicki Schneider (see Vicki’s website at www.qeperformance.com ) give a very interactive session on “Making the Most of The People You Have”. Vicki (pictured below), President of QuintEssential Performance, LLC, has been helping companies in this area for more than 25 years.

We’ve all heard executives say that their employees are their greatest assets. Yet, when it comes to maximizing people performance, executives typically resort to ineffective and often ill-advised actions that can actually make performance worse. Unless an organization learns to address the underlying causes of deficient performance, it runs the risk of continually replacing one “underperformer” with another.

Vicki’s three and a half hour workshop engaged Academy for Chief Executives members in a systematic approach to understanding and improving performance.

By the end of this highly interactive session, members gained:

• An understanding of the components that must be in place to achieve People Performance across their organizations
• An ability to identify the various areas that are causing performance breakdowns for one of their key employees, and by extension, others in their company
• Created an action plan to address a key employee’s performance deficiencies (and each member’s plan was documented on 2-part NCR paper, so the group Chairman could help the member stay on track.)

Members discovered that by focusing on one individual in each company, they left with an insight into their entire organization and what needed to be done to maximize people performance at the individual, team, departmental, and organizational levels.

One member stated, “one of the best speakers I have ever heard on this topic“

Malcolm Elvey, Chairman Academy Group 101

The Academy for Chief Executives, a leading provider of experiential business learning® facilitates peer groups of CEOs and Managing Directors who meet together every month to network and take full advantage of experiential learning. To hear great speakers like this every month and engage in The Board You Could Never Afford®, to find out more about the New York Group, or to find a local group near you, visit www.chiefexecutive.com.

 

Ten Golden Rules for Persuading Others

We all need to be persuasive to get our points of view across effectively. But are there any ‘golden rules’? Here are ten, well proven. We probably knew them already – but do we always apply them?

We all have to influence and persuade others, whether at work or at home, and most of us find that coercion and manipulation rarely works well for long. There are indeed very many, better ways…

1. Build Trust
   Even some 2,300 years ago, the philosopher Aristotle recognised that logic alone may not be sufficient to persuade others. To be truly influential, he suggested it may be essential to demonstrate first a common ethos, or a shared set of values. We don’t have to like each other, but we do have to trust each other! (Try being persuaded by someone you don’t trust?)
2. Build Empathy
   Aristotle went further: he also suggested that after building on shared values, it is far easier to persuade others by employing pathos, or an understanding of ‘what it is like to be them’. That is why it can be so smart to hear the other side’s story first, before we give them ours. (This is also why it can be invaluable to ‘walk a thousand paces in another’s moccasins’ – we do need to understand each other!)
3. No lies – no exaggeration
   It is often tempting to gild arguments with a little ‘poetic licence’, but note that exaggeration, let alone falsehoods, build neither trust nor empathy. Once even one lie is spotted by others, the rest of our arguments may be discounted and even rejected, however valid they may be overall.
4. Build your case from the bottom
   Especially when time is short, it may seem attractive to give others our conclusions first, before providing the reasons. Wrong! If those we seek to persuade do not like our conclusions, they won’t be listening to our justification. They will be spending all their energy in finding reasons why our conclusions must be wrong. So build your case up from the bottom, so that your eventual conclusions may well then appear to be the only logical outcome possible.
5. Keep it short
   While some people hate arguments of any kind, far fewer welcome long explanations. So keep yours short, sharp and crisp. You can always amplify them later if you need to.
6. Keep it relevant
   Many arguments fail to persuade because they didn’t seem relevant to those being persuaded. You need to know what may be relevant to the other side. Refer back to Golden Rule 2!
7. Use only a few good arguments at a time
   Some feel it helpful to support a case by giving all the arguments. Not so! In most debates, a strong case needs only two or three really good supporting reasons, at least to start with. By adding more, apart from increasing the chance of confusion, we not only dilute the impact of those really good reasons we could have focused on, we also offer more hostages to fortune for incidental, nit-picking debate. You can always declare your subsidiary reasons at a later stage, as additional reinforcement if you need to.
8. Be positive and confident
   If you don’t really believe in your case, why should anyone else? Unwarranted, blind confidence is clearly crass; overwhelming confidence may suggest that the issues have not really been properly thought through. But a lack of confidence may suggest that the case being presented really is rather flimsy.
9. Watch and listen for reactions
   As they say: ‘Those persuaded ’gainst their will, are of the same opinion still’! So don’t take minimal reaction to your proposals as silent acceptance – they may be no more than ‘dumb insolence’! Although some may express their reactions to your proposals quite verbally, some will indicate their silent reaction quite clearly by even unintended body-language, while others will need time to digest what you have proposed before you can expect any useful response. Don’t miss these cues, and give people time to ponder on any difficult propositions.
10. Different folks – different strokes!
    However you may like best to be persuaded, do not fall into the trap in thinking that all others will. Psychological research (by Dr Susan Brock, based on the Myers-Briggs Type Indicator®) shows that some people need ‘the facts’ to be persuaded, without which any proposition may seem unsupported. But others may far rather have ‘the logic’, a very different appeal. (For them, ‘facts’ may be two-a-penny, but the overall rationale may be far more convincing.) Equally, others may focus much more on the emotional content and consequences to be persuaded, whether on the impact of any conclusions on ‘service’ to themselves or others, or on their inherent ‘vision and values’ of how people should be treated, which by the way are rarely open to logical debate alone. So be ready to appeal to all possibilities?

I wish you really productive persuading!

By Jeremy Thorn
Jeremy@JeremyThorn[dot]co[dot]uk
www.jeremythorn.co.uk

Jeremy Thorn has managed both small and large sales forces internationally and is the prize-winning author of ‘The First-Time Sales Manager’, ‘How To Negotiate Better Deals’, and the tips booklet ‘115 Essential Tips on Pricing’. He is a regular guest speaker to experiential business learning® organisation, The Academy for Chief Executives, and others on a variety of practical business topics, including ‘Bringing Home the Bacon’ on ethical sales skills, ‘How to Negotiate Better Deals’ and ‘Team Breakers and Makers’. Jeremy is the past founding-Chairman of QED Consulting and an experienced Non-Executive Director or Chairman of a number of technically-driven businesses in the UK and overseas.

 

Non-Financial Ways to Motivate Your Staff

Motivating your staff doesn’t always have to be about money or financial rewards.

At a recent meeting of experiential business learning® group, The Academy for Chief Executives, the issue of introducing non-financial rewards as a way to motivate staff was raised during the afternoon session (‘The Board You Could Never Afford®‘). Many CEO members were able to draw on their own experiences of implementing these motivational initiatives into their own businesses. I’d like to share with you just a snippet of their advice:

• Introduce incentive schemes and perks – such as employee well-being (regular health checks, doctor/physio on site monthly, support for gym membership, social clubs);
• Establish an appraisal system where clearly defined objectives are mutually agreed – appraisals should be continuous, not just once a year!;
• Consider setting up an employee share scheme;
• Improve work-life balance by introducing flexi-time. This can actually increase productivity and reduce levels of absenteeism;
• Give recogniition in as many ways as possible – (praise for a job well done, long service awards, even something as simple as an extra hour at lunchtime as a reward for projects completed on time etc can make a world of difference);
• Job enrichment – ensure your employees are given more interesting, challenging and complex tasks. Encourage your staff to consider problems they face and propose their own solutions.
• Lastly, take time to understand your employees’ core values and beliefs, this will help you to tailor non-financial rewards to them.

Although written in 2003, the BBC website has an interesting feature on how two very different companies motivate their staff: http://news.bbc.co.uk/1/hi/programmes/working_lunch/2988186.stm.

For confidentiality reasons we cannot divulge all of the advice provided by our members – however, we do hold open meetings where guests are able to attend and experience for themselves the real power of ‘The Board You Could Never Afford’®. To find out how you can take advantage of advice like this every month, visit www.chiefexecutive.com.

 

The Metaphor of Poker – Risk and Reward in Business

Members of The Academy for Chief Executives (from London and Scotland) recently had corporate speaker Caspar Berry talk to them about the analogies to be drawn between poker and business and the nature of risk and reward.

He spoke to chief executive mentoring and experiential learning group members about the business connection between an expert poker player and business decisions. Caspar is a highly qualified ‘high roller’ who has turned his attention to how his experiences in the world of poker can add value to Leaders.

His thinking was original and all the members felt that it added value to their fall back.

The three key points were:

• It’s okay to make mistakes.

• You should always calculate the gamble. (The difference between a gamble and a calculated risk was fully explored along with an understanding that luck is that which you cannot control.)

• Short term failure leads to long term success. (A theme which comes through from many speakers is “have a long term goal or purpose”. Caspar discussed risk and reward related to achieving the long term goal.)

Caspar has a unique and challenging message that forces people to question many of the things they take for granted. He delivered powerful and pertinent messages about the way we think, particularly when it comes to risk-taking, communicating, decision-making and innovating.

The Academy for Chief Executives, a leading provider of experiential business learning® facilitates peer groups of CEOs and Managing Directors who meet together every month to network and take full advantage of experiential learning. To hear great speakers like Caspar Berry every month and engage in The Board You Could Never Afford®, visit www.chiefexecutive.com.

 

How to Get Your Bosses to Deliver on their Promises

The Academy for Chief Executives, a leading provider of experiential business learning® facilitates groups of CEOs and Managing Directors who meet together every month to network and take full advantage of experiential learning. Part of membership is ‘The Board You Could Never Afford‘® where members take their issues to the table and discuss with their peers.

The Academy’s Leaders Forums enable SMEs, owner-managers of smaller businesses, or key personnel in large corporates enjoy the same Academy learning experience.

I’d like to share with you an issue recently discussed, and the advice offered by fellow members:

“How do I get my bosses to deliver on what they promise me?”

• Must obtain in writing details of compensation and bonus plan from top CEOS and then get it signed.
• Don’t wait until weeks later to try and clarify the compensation
• Get it in writing “the faintest ink is better than the strongest memory”
• Have an independent person represent you to their bosses who will highlight your true value to the organisation and come out with a better deal than you could have ever negotiated for yourself in the first place.

This is just a snippet of the advice given by our members. For confidentiality reasons we cannot divulge all of the advice provided – however, we do hold open meetings where guests are able to attend and experience for themselves the real power of ‘The Board You Could Never Afford’®.   To find out how you can take advantage of advice like this every month, visit www.chiefexecutive.com.

 

From Conflict to Collaboration

Academy Group 34, chief executive mentoring and experiential learning group (with members from the Dorset area) recently had Shay McConnon as their speaker on the subject of “Conflict to Collaboration”.

Conflict eats into time, morale and profits. It is the largest reducible cost in many organisations. Managers can spend up to 25% of their time dealing with unnecessary conflict. This is time lost to creative, productive work. Tolerating conflict just does not make good business sense.

Shay delivered an outstanding workshop with tangible take-away value. We all got prompt credit cards on giving and receiving feedback. Every member had conflict (they always will) so the subject was totally relevant, and Shay’s style is endearing, inclusive and very effective.

I’d like to share with you the key learning points from this session:

• Conflict arises when there’s an unmet need. An argument addresses the facts to prove the need and is irrelevant.
• Conflict can be dealt with effectively by receiving feedback. It’s all about hearing the need, paraphrasing and possibly exploring its importance to check understanding, then sharing your need and negotiating a balanced solution.
• Giving feedback works well when you validate the other person’s need, talk facts, your feelings and what you need! No accusation, no blame, no demands! Feedback: the key to progressing from conflict to collaboration.

Mike Wilsher
Chairman, Academy Group 34

The Academy for Chief Executives, a leading provider of experiential business learning® facilitates peer groups of CEOs and Managing Directors who meet together every month to network and take full advantage of experiential learning. To hear great speakers like this every month and engage in The Board You Could Never Afford® you can find out more about the Dorset group, or to find a local group near you, visit www.chiefexecutive.com

 

Manager vs Entrepreneur

The Academy for Chief Executives, a leading provider of experiential business learning facilitates groups of CEOs and Managing Directors who meet together every month to network and take full advantage of experiential learning. Part of membership is ‘The Board You Could Never Afford‘® where members take their issues to the table and discuss with their peers.

An issue discussed recently was:

“I describe myself as an entrepreneur but as the business grows, more and more I’m the manager – how do I get back to what I enjoy?”

The Advice from members of The Academy for Chief Executives was:

• Revisit your vision for the business and step away from the day to day nitty gritty.
• Once you’ve reaffirmed where you want to go, use your entrepreneurial vision to focus totally on the future and what needs to happen for your goals to be realised. If you cannot balance the business needs of innovation and creativity with the daily tasks of managing and getting the job done, then you need to recruit a Manager to do it for you.
• It’s the MD’s job to enforce your rules and manage the people. Find a good MD who has the managerial skills you need to achieve your vision. A good strategist and tactical planner and organiser who will turn the vision into reality. This will give you the head space you need to be innovative and creative – and enable your business to benefit from manager and entrepreneur.

The question of Manager vs Entrepreneur is an example of the type of issue discussed at an Academy meeting – and this is just a snippet of the advice given by our members. For confidentiality reasons we cannot divulge all of the advice provided – however, we do hold open meetings where guests are able to attend and experience for themselves the real power of ‘The Board You Could Never Afford’®.

The Academy for Chief Executives, a leading provider of experiential business learning facilitates groups of CEOs and Managing Directors who meet together every month to network and take full advantage of experiential learning. To find out how you can take advantage of advice like this every month, visit www.chiefexecutive.com/members.asp