While it is wrong to believe one can define the behaviour and attitudes of an entire generation simply based upon when they were born, the economic and social conditions that prevail during our formative years provide the context in which individual values are shaped and have an influence on career aspirations.
It is not surprising that the ‘Millennial’ generation view the world differently from their immediate predecessors. They are of course digital natives, with access to unparalleled media, entertainment and information. They have grown up in an age of unprecedented diversity and exposure to other cultures. They are often well travelled and exposed to events across the globe through the explosion of social media.
|
|
Read more...
|
The Changing ‘Face’ of Organisations
Well worth a read is the latest Trust Barometer, recently presented at Davos by global communications company Edelman. For the past ten years, the Barometer has measured the public’s levels of trust in government and business across the globe, highlighting the winners and losers when it comes to the sectors and individuals we believe to have the most integrity.
What caught my eye this year was the finding that the majority of people find the CEO of an organisation the least credible spokesperson for the business. A meagre 30 per cent of people still had faith in CEOs as the true ‘face’ of a business, while the rest of us remain cynical.
|
|
Read more...
|
 While mastering the art of influencing clients and gaining buy-in is a challenge in itself, for many people, how to come up with these ideas in the first place can be an even greater feat.
Unfortunately, the fast pace of the typical working environment these days is often not conducive to the formation of new ideas. People are so busy working long hours trying to get the essential tasks of their daily job done that there is often little time for the necessary ‘head space’ and reflection required for creative thinking.
For the brain to be able to engage in creative thinking and come up with new ideas it needs to be able to create new neural pathways. Our ‘neural landscape’ is made up of these pathways (or links in the brain) that store information and an understanding of cause and effect.
|
|
Read more...
|
|
As you build up strong client relationships (see our last blog) you can really show the value of your consultancy by using your influence to suggest ideas that will make a difference to your client’s business and hopefully provide further opportunities for you to work together.
Many people make the mistake of thinking that, to be successful, their ideas must be ground breaking and designed to make major waves within the client organisation. In fact, some of the simplest ideas are often the most impressive.
The key is that, however big or small, straight forward or complex your idea might be, if it provides a solution to a real business issue then people will sit up and take notice.
|
|
Read more...
|
 Leading on from last week’s blog - first in this series looking at how to get buy-in - once you have tapped in to your natural toolbox and are comfortable and confident in yourself, it’s time to begin exploring the potential for influencing clients and others.
When it comes to clients, one must remember the importance of the relationship between the heart and head. In simple terms, finding the right balance between the physicality of communication and intellectual content, so that our poise and flexibility will enable a fruitful conversation to evolve.
Sadly, it has become all too common for people to think that by investing in some NLP training to learn a few body language tricks they will give off the right signals and that clients will fall under their spell and do exactly as they suggest.
|
|
Read more...
|
The New Year is an important time at work for many people when there is often the need to communicate proposals for the year ahead to colleagues and clients. From sales plans to team re-structures to new business pitches, the common denominator for those driving the proposals is the hope that they will get the buy-in from their peers that they are looking for.
With this in mind it seemed timely to look at the phenomenon of ‘buy-in’ and to explore just how to get clients and colleagues on board, how to influence and inspire others, how to sell your ideas and how to overcome objections.
|
|
Read more...
|
Over the years, through economic highs and lows, the question of how to build strong teams with good working relationships is one we’re asked by clients time and time again. In my mind, it’s not possible to apply a staid formula or model in how best to achieve this, teams are made up of people, not a group of overheads on a spread sheet. Teams involve a complex set of individual and multi-way relationships which must be allowed to develop and flourish naturally over the course of time.
Of course, in a business context time isn’t always on one’s side. However, when a last minute client pitch or presentation to the board crops up unexpectedly, teams which start from a position of mutual respect, trust and understanding usually rise to the challenge. This is because they don’t need to rely on a forced repertoire or ‘rehearsed’ performance due to the underlying strength of the relationships they have in place.
|
|
Read more...
|
Independent Financial Advisers (IFAs) are currently faced with implementing the Retail Distribution Review (RDR), which will significantly change their business models and the way that they conduct their day-to-day business. In particular, they need to make the transition from a commission based to a fee based structure.
While the majority are busy with the changes and making sure that they comply, many are overlooking one of the fundamental ’make or break’ challenges when it comes to the new environment – employing a team that can build long term client relationships.
In a fee based business, the firm lives and dies by the strength of its client relationships. In crude terms, long term client = long term revenue stream.
Representing a major shift in how financial services products are sold, from a transactional to a consultancy style ‘sell’, the Retail Distribution Review calls for a considerable change in the skills deployed by IFAs.
|
|
Read more...
|
The world throws all manner of difficulties and stresses at us. These may be sudden shocks such as an illness, an accident or being made redundant or they may be long-term pressures such as financial hardship or overwork that can lead to burnout. Either way, they have an emotional impact.
So how do we remain resilient - able to maintain grace under pressure and able to bounce back?
|
|
Read more...
|
|
|
