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Increasing Productivity

Bigger Brains in Your Business

Are short executive programmes an effective learning and training option?

Deidre Elphick-Moore

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Does your business have an organisational framework that supports managers and leaders as they continue to develop their skills beyond any skills programmes they have taken? How often have you personally been on a course, loved it, and then never implemented a single learning?

We can all agree that in today’s competitive environment upskilling is essential, but for short, executive skills development programmes to lead to improved management and leadership performance (which is really the point, after all), they need to be credible and inspirational. The lessons learnt need to be applicable and the consequential behaviours of attendees need to be measurable.

Michael Leimbach and Ed Emde of Wilson Learning Worldwide and Wilson Learning Corp respectively, identified the ‘Rule of Three’; those critical areas where organisations can improve learning transfer from the classroom to the workplace. Each of these needs to be factored into the roll out of all short executive programmes, including seminars and workshops:

  1. Learner readiness
  2. Design for transfer
  3. Organisational alignment

Learner readiness

Organisations need to identify the specific skills/competencies required and the behaviours that would demonstrate mastery of these. These elements are essentially the ‘input’ and ‘output’ of any skills development programme; the former determines the content and the latter the measures of success.

By being explicit about the competencies and behaviours that managers will be expected to demonstrate following training sets an expectation for those attending and contributes to ‘learner readiness’.

Further, many organisations fail to manage learner motivation ahead of training; attendees need to be positive about the opportunities a workshop may offer, about the impact it may have on their development and career prospects and the chances they will have to practice new skills. Research shows that addressing these factors can increase transfer of skills to the job by up to 70%.

Design for transfer

Management theory can be taught in a classroom but for strong management skills to be entrenched, they need to be practiced over time. It is important to match desired competencies with the appropriate learning platform e.g. foundational knowledge (such as management theory) can be transferred via an e-learning platform but behavioural competencies should be practiced in active learning workshops[1] that are scheduled over a period of time.

Active learning workshops, like those me and the team deliver, are highly interactive; participants are called on to engage in activities and discussions throughout the training session(s). Facilitators make use of various media to illustrate key learning points, including video clips, music and drama. Most of all, our coaching style allows delegates to have FUN. That way, they learn more, remember more and apply more.

Programme content should consistently communicate key management messages (e.g. desired behaviours, attitudes, vision and mission) so that organisational culture can be fostered. Also, workshops must build on each other; knowledge/experience gained in previous sessions should be applied to new concepts e.g. if someone has developed a high level of awareness of what is happening around him, he can now learn to assimilate information in a way that allows him to think strategically.

Organisational alignment

During sessions, I discuss how to address real-life scenarios and barriers participants believe they will encounter when they apply what they have learnt during training. If roll out of a programme is to be widespread, this should be done at the development stage and reviewed after each session.

It may be that organisational factors will inhibit the success of a management training initiative e.g. emotional intelligence training is doomed to failure in an autocratic organisation, where employees don’t refer to each other by their first names, where they live in fear of retribution and they dare not disagree with their superiors.

In such a situation, work needs to be done on the broader organisational factors such a culture and management style before emotional intelligence workshops can be successfully rolled out.

After training, contexts must exist to help participants retain the training and develop and practice new skills eg:

  • Situations in which practice is immediate and frequent, such as a challenging meeting can allow a manager to practice conflict resolution
  • Attendees should be held accountable to a higher level of performance. For example, new behavioural competencies can be linked to an individual’s Key Performance Indicators
  • Short executive programmes, including seminars and workshops, should not be isolated from related people-development initiatives like mentorship and coaching.  Once again, these initiatives need to be developed in a way that ensures consistency in both the message/learning content and the application thereof within the organisation.

In summary, originations need to follow the ‘Rule of Three’ for short executive programmes to be effective: They need learner readiness, design for transfer and organisational alignment.

Deirdre Elphick-Moore, has an Honours Degree in Psychology and over ten years of international experience in human capital management at Goldman Sachs and Morgan Stanley. Co-founding The Office Coach in 2009, she now focuses on personal and workplace effectiveness training and development. Her relaxed, engaging style encourages people to learn more, remember more and apply more in their workplaces, as well as inspiring to consistently better themselves in the work place.

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Increasing Productivity

5 Ways To Be More Productive In 2019 Without Driving Your Team Insane

Here’s how to get your business running faster and better.

Andrew Medal

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When talking about their biggest challenges for 2019, many of the entrepreneurs I speak with say they’re overwhelmed with the rapid pace at which business operates today. Today’s consumers have come to expect instant gratification, and they’re putting pressure on companies to make sure that they get what they want right now.

Technology’s partly to blame for these questionably reasonable expectations. We’ve got virtually countless hours of on-demand video streaming content at our fingertips. We’re on the cusp of mass product delivery by drone. We get frustrated when customer service departments fail to respond to our queries within minutes.

Just a couple of decades ago, looking up information meant going to the library to check out references. Today, we don’t even type out our Google searches. We just holler at Siri or Alexa to get the answers, products and media we want.

In a survey by PwC, nearly four out of five surveyed customers customers say that they want experiences that are speedy, convenient and helpful. For businesses, reliably offering these experiences has become a constant challenge.

With 2019 already underway, why not make speed improvement one of your key objectives for the year ahead? Here are five strategies you can apply to speed up your processes as we get ready to zoom through another year.

1. Maximise your real-time social media opportunities

Knowing what delights customers most is a huge component of business leadership. Data from the 2018 Sprout Social Index suggests that there’s a widening disconnect between what brands’ social media profiles are posting about (61 percent of the 2,000 social marketers surveyed favoured teaching, while 58 percent favoured telling stories) and what customers want (73 percent of the 1,200 surveyed prefer deals, while 60 percent prefer posts showcasing new products and services).

So, how can you improve your organisation’s ability to discern what the market really wants right now? Conducting your own market surveys can help, but it’s a resource-heavy solution that yields dubious insights. Social listening, on the other hand, allows marketers to follow what people are saying about your industry, products, and competitors.

I’ve used solutions like SentiOne that can track such mentions across social platforms and online communities in real-time. Armed with this information, you’d be able to act on customer issues in a timely manner and even launch targeted campaigns that speak directly to customers’ interests with precision. It’s also a useful way to know what new features or products to roll-out or at least give you the starting point to start your market research.

Related: Want More Productive Employees? It’s Time To Get Physical, Together

2. Shorten time to delivery

Customers don’t like waiting for their online orders to arrive at their doorsteps. Last year, the maximum time that e-commerce buyers found acceptable for orders with free shipping was just 4.5 days, as reported by Emarketing. If they’re paying for shipping, they expect to receive their packages even sooner.

Having the ability to expedite delivery can be a major differentiator, but it’s a tall order if you’re a smaller enterprise. Thankfully, as the independent e-commerce economy has grown, so has the ecosystem of logistics services empowering the industry.

Using a third-party, fully white label-ready fulfillment partner gives you the capability to offer two-day shipping, without being dependent on Amazon.

Industry leader ShipBob, for one, can store your inventory in a network of shared warehouses around the country, so that products are ready to ship, with maximum proximity, as soon as your customers check out. Better fulfillment partners integrate directly with leading shopping cart systems like Shopify and WooCommerce and can save you and customers massive amounts of wait time.

3. Maintain a bird’s eye view of your business

With competition seemingly getting tougher every year, in 2019 your ability to make quick but informed decisions has become mission-critical. However, getting hold of the necessary information may require pulling data from dozens of sources, each with its own interface, before you are able to generate reports that are comprehensive enough to act upon.

A consolidated business data resource can provide you with an integrated dashboard that pools together information from all the platforms you use for social media, sales, project management, finance and marketing.

Even if you use separate services like HubSpot, MailChimp and Twitter, Rivery.io’s platform, for example, can aggregate real-time information from your accounts and even push metrics to the data repository of your choice.

You can’t afford to get stuck in the nitty-gritty anymore. Keep an eye on the trends that matter, so you can make smarter strategic decisions on the fly. I also like to use tools like Kipfolio, for interactive business dashboards that give me a pulse on everything from sales to accounting to marketing spend.

4. Accompany your customers on their journeys

As reported by Strategy and PwC, three out of four surveyed buyers in the U.S. say that customer experience is a major factor in their shopping decisions, citing speed and ease as their most valued factors. Yet, despite the efforts of developers and designers to create intuitive interfaces, some customers, especially those who lack tech savvy, have been known to hit roadblocks on their paths to purchase.

To avoid alienating these customers, you can ease access to your interface with an interactive walkthrough solution. Offering onsite chat, either automated or human-driven, can help maximise a sense of accessibility and trust, shortening the time to convert prospects into customers.

This type of “digital adoption” hand-holding can be a major game changer, especially if your sales prospects are less comfortable experimenting in digital environments. There are all types of new chatbot software tools that can be used for streamlining these conversations and navigating customers. We’ve used Drift across my various companies and found it works well.

Related: 8 Steps To Having Wildly Productive Mornings

5. Minimise slowdowns caused by absenteeism

Team productivity gets compromised due to staff taking unexpected time off can derail your entire operation. If you can’t find someone else to quickly step in and pick up the slack, it can be hard to fulfill orders and maintain pace on projects.

Using workforce management platforms can help you sort out staffing and scheduling issues, largely on autopilot.

Deputy, for instance, has functionalities that can help line up shift replacements when someone suddenly needs time off. Using the employee-facing app, team members can inform HR with just a few taps that they’ll be out, and the scheduling system automatically dispatches push notifications to others who have similar skills, asking for substitutions that can often be lined up before you even know they were needed.

Absenteeism was a big issue for one of the nonprofits I’m involved with and tools like Deputy have helped us to make necessary adjustments on the fly. Don’t let people interfere with your systems. Manage the systems that manage the people.

Be quick and nimble

Today’s business landscape moves at breakneck speed. But, things always go wrong. For your startups and scaling businesses to keep pace in the coming year, you need to be prepared, with systems in place to expedite processes and minimise the impact of bumps in the road. I wish you a prosperous 2019!

This article was originally posted here on Entrepreneur.com.

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Increasing Productivity

The Power Of Non-monetary Staff Incentives

Aim to align business and individual goals through a balance of monetary and non-monetary rewards, and you’ll soon see a massive impact on the bottom line and staff morale. There can be no greater incentive than that.

Greg Morris

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Maslow’s Hierarchy of Needs, one of the best-known theories of motivation, suggests that humans are motivated to fulfil basic needs – like food, shelter, and safety – before striving to satisfy more complex needs: health, companionship, self-esteem, and self-actualisation.

So, we get jobs to satisfy our basic needs. Then, with food in our stomachs and decent rest, we start to crave fulfilment in things money can’t buy: appreciation and respect, making a valuable contribution to the world, and – the Holy Grail of motivation – using our talents and abilities to achieve our full potential.

It’s no coincidence that the best companies to work for have and share a clear direction, offer challenging work, and entrench appealing cultures. Their employees feel valued and are empowered through opportunities for advancement and expressions of gratitude.

This is why we can’t assume that giving people more money will make them work harder.

Money means little if staff are overworked and don’t have the time or energy to enjoy the financial rewards they receive. People also respond better to incentives that address their psychological need for acceptance, appreciation, and accomplishment. Let’s look briefly at the ways in which organisations can show appreciation for a job well done.

Show me the money?

Part of what makes us individuals is the fact that we’re motivated by different things. A graduate will appreciate a cash bonus. A new mother might also appreciate more money – but money can’t buy her more time with her baby. Flexible working hours can.

In fact, studies suggest that the effects of monetary rewards are short-lived because people don’t differentiate cash bonuses from their normal pay. Extra money is quickly sucked up by household expenses and debt – i.e. by working to fulfil our basic needs.

Now, that’s not to say that we should discount monetary rewards. I believe there’s a time and place for both – and your business and culture are two of the biggest deciding factors.

Related: Why Incentives Are A Must For Your Business

Win-win

The industry you’re in and the type of work an employee does dictates the incentives you should offer. Some roles – like commission work – require a more financially motivated incentive system to ensure the smooth running of the business and to achieve personal targets. Salespeople bring in business, profit grows, salespeople are rewarded financially.

But admin and marketing staff, for example, receive set salaries and not commissions, so they can be acknowledged for excellent customer service or for improving an inefficient administration process. For them, training courses, movie tickets, vouchers, or even time off to pursue a personal passion project might offer a bigger thrill than money.

Any incentive programme must align with your company’s goals to ensure that the group works towards the same outcome. Employees are more likely to take ownership of their roles and responsibilities when their contribution to the bigger picture is acknowledged and rewarded. And, in pursuit of their own excellence, the business’s interests naturally benefit.

Sweet spot

Successful reward programmes balance intrinsic and extrinsic motivation (when we do something because it aligns with our values and because we want the reward).

Getting this balance right is critical to retaining talent. Being passionate about work is one thing, but passion doesn’t pay the bills. Just as dangerous is having a workforce that’s only motivated by money but produces mediocre work. The magic happens when we reward employees for the outcomes of their passion: Happier customers and a healthier bottom line.

The sweet spot lies in incentivising positive behaviours as much as goal achievement. The behaviour might not be directly linked to the financial performance of the company but there may be other obvious benefits, like improved morale or an attractive company culture.

The power of gratitude

Positive behaviours needn’t be rewarded with money or redeemable points. A simple ‘thank you’ goes a long way. One study noted a 50% increase in the amount of additional help being offered as a result of appreciation, suggesting that motivation extends past material things. And a boost in self-esteem ticks all the right boxes in Maslow’s fourth level of needs.

Although basic, recognition and appreciation are often overlooked motivators. The same study found that only 15% of us consistently say ‘thank you’ at work. According to another study, 79% of employees quit their jobs because they didn’t feel appreciated.

Positive behaviours can be subtly reinforced using tactics like leader boards, employee-of-the-month posters, floating trophies, free lunch, or time off. It’s the little things that count.

Related: Is Cash King? The Psychology of Incentives

Shifting motivators

As individuals get older and enter different phases of our lives, there’s an evolution in the things that motivate them. As leaders, we need to build meaningful relationships with our staff, to better understand what motivates an individual today, not what motivated them five years ago. This depends on constant communication and open engagement and feedback.

Bottom line? We need to think differently about motivation and to apply creativity and innovation to company incentive programmes. Aim to align business and individual goals through a balance of monetary and non-monetary rewards, and you’ll soon see a massive impact on the bottom line and staff morale. There can be no greater incentive than that.

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Increasing Productivity

Listen To Lead – Giving Staff Space To Speak Can Pay Dividends

Are you listening or hearing your staff?

Richard Mukheibir

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Excitement, vision and determination are all great qualities for an entrepreneur, particularly when you are setting up your business. But when you move into the consolidation and then growth phases, they could backfire.

It may come as a surprise to you that such positive qualities could ever cause any negatives. But once you have driven every last muscle to get your business up and running, you need to transition yourself into managing it. For that, you need to work as hard on your people skills as you did on your start-up.

It is true that decisiveness is a key attribute of a successful manager but your decisions must be based on solid evidence and intelligence you have gathered. Try as you might, you cannot be everywhere in the business at once and so you need to soak up and sort out the observations related to you by your staff.

Make a point of being seen regularly on your shop or factory floor and chatting in a relaxed, non-judgemental way with your staff and any customers who may be around. Stalking around saying nothing is just as intimidating to your staff as the habit that some bosses have of appearing very infrequently simply to bawl people out.

People skills are so critical because it is people who buy your product and people who work for you. Whichever way you look at it, your business is people-driven.

Related: Look After Your Employees And They Will Look After Your Reputation

So to win the loyalty of your shareholders, customers or surveyors, you need to show that you treat all people with the respect each one deserves and can mix positively with each and every one. Getting to know your staff in this way will develop in you the subtleties of emotional intelligence, a skill that is vital to your ultimate success.

With emotional intelligence, you will be able to adapt your management style to achieve the best results from each individual. You will know instinctively when a staff member needs a few words of encouragement or comfort, or when and how much to push to get the best out of them – perhaps even more than they knew that they had to give.

At Cash Converters SA, all our managers are expected to polish their people skills to achieve the best for themselves and the staff reporting to them. Even our top management team is not exempt and makes a point of putting a day or two aside each month to visit a different franchisee round the country.

That way we can help mentor and coach them to deal with any management problems that they may be encountering. From a corporate and strategic point of view, we can also check that the corporate branding is on track and listen to feedback on whether any new lines are working well or not and to suggestions for new brand extensions or even new and complementary income streams.

Related: Understanding Your Responsibility As An Employer

In that way, an apparently soft skill can make your business even more competitive. By insisting on strong people skills among your staff, you will build a more harmonious working place. To complement this, incorporate relevant feedback into your planning. This will have a positive impact on the bottom line, which is exactly what leaders want to achieve.

So keep quiet and listen as much as you can. Make a point of not anxiously filling nervous silences with hasty instructions or long technical lectures. Then you will benefit the business by hearing what your staff need to get the job done and who is blossoming into a promising talent.

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