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The Balanced Scorecard
Look at the business / career from four important perspectives
Chapter 10
p.6
Balanced Scorecard? I think I’ve heard of it somewhere.
Think of the Balanced Scorecard as the dials and indicators in an airplane cockpit. For the complex task of navigating and flying an airplane, pilots need detailed information about many aspects of the flight, like fuel level, airspeed, altitude, bearing, etc.
Obviously, relying on only one instrument can prove to be fatal… Similarly, the complexity of managing an organization like our company requires that managers be able to view performance in several areas simultaneously.
The balanced scorecard allows managers to look at the business from
four important perspectives.
It provides answers to four basic questions:
How do customers see us? (Customer perspective)
What must we excel at? (Internal perspective)
Can we continue to improve and create value? (Innovation and learning perspective)
How do shareholders view us? (Financial perspective)
Financial Perspective:
How do shareholders
view us?
Investment
Cash flow
Gross margin/
Contribution
Business profits
Budget and profit
forecast reliability
Back order book
Debtor days
Customer
perspective:
Cost/benefit
Customer ranking
Survey
Customer
satisfaction index
Market share
Value added to
customer’s
customer
Internal business
perspective:
Effectiveness
Service
Differentiation
Technology
Capability
Commercial
processes
Team competence
Black
empowerment
Innovation and
learning perspective:
Can we continue to improve and create
Contribution
HR Survey
Contribution per
employee
Continuous
improvement
Skills
development in
products and
Services
Keep in mind that a customer may stop buying from you for other reasons than product, price and service.
How many mistakes can you make on an invoice, or deliver late, before your customer finds another supplier?

Look at the business / career from four important perspectives

Chapter 10 p.6

w&t_question

I Ask

Balanced Scorecard? I think I’ve heard of it somewhere.

w&t_exclamation

I Answer

Think of the Balanced Scorecard as the dials and indicators in an airplane cockpit. For the complex task of navigating and flying an airplane, pilots need detailed information about many aspects of the flight, like fuel level, airspeed, altitude, bearing, etc.

Obviously, relying on only one instrument can prove to be fatal… Similarly, the complexity of managing an organization like our company requires that managers be able to view performance in several areas simultaneously.

The balanced scorecard allows managers to look at the business from four important perspectives.

It provides answers to four basic questions:

  1. How do customers see us? (Customer perspective)
  2. What must we excel at? (Internal perspective)
  3. Can we continue to improve and create value? (Innovation and learning perspective)
  4. How do shareholders view us? (Financial perspective)

Financial Perspective:

How do shareholders
view us?

  • Investment
  • Cash flow
  • Gross margin/
  • Contribution
  • Business profits
  • Budget and profit
    forecast reliability
  • Back order book
  • Debtor days

Customer
perspective:

  • Cost/benefit
  • Customer ranking
    Survey
  • Customer
    satisfaction index
  • Market share
  • Value added to
    customer’s
    customer

Internal business
perspective:

  • Effectiveness
  • Service
  • Differentiation
  • Technology
  • Capability
  • Commercial
    processes
  • Team competence
  • Black
    empowerment

Innovation and
learning perspective:

Can we continue to improve and create

  • Contribution
  • HR Survey
  • Contribution per
    employee
  • Continuous
    improvement
  • Skills
    development in
    products and
    Services
w&t_binoculars

I Explain

Keep in mind that a customer may stop buying from you for other reasons than product, price and service.

How many mistakes can you make on an invoice, or deliver late, before your customer finds another supplier?

Career choices based on the unknown
Making career choices based on what is unknown is always a source of uncertainty for most. We fear that which we do not know. Imagine looking down a very dark tunnel running straight down into the earth. You are expected to jump into this hole, you expect this of yourself or others expect this of you. To you this hole looks like it just goes down forever, a never ending drop into a very deep abyss…
Actually the hole is only two meters deep, but you don’t know that because you only see the black opening! We are too afraid to jump into this hole simply because we know nothing of it.
Many a time it is the same with ones career choices. We are expected to make a career choice, be it a big change or a small task in our current career; it feels like we are jumping into that ‘very deep’ unknown hole. Especially with the small everyday career choices at the office, imagine having to jump into unknown holes ten times a day!
How do we usually react to such situations? We just don’t do it, we ignore it or we take forever to take action; it is just too fearful and unknown. Many a time one will miss a great opportunity, other times it was the right career choice, one will never be a hundred percent certain before making a jump.
Read the coaching session on career choices based on the unknown…
How does one overcome this fear of the unknown?
Freely use our Career Development Guide and make the information on the following pages your own, these skills and knowledge will make big and small career choices much simpler:
Emotional awareness
Signal to transform into a positive mindset
Turn all emotional experiences into selected actions
The glad game
Productive listening
Effective questioning
The decision making process
The issue resolution model
The process of transformation
The need for continuous goal clarification
Closing the feedback gap
Before we go any further, the most important fact to remember is to jump slowly! A sudden jump will almost always hurt. For example if one realizes it is time to change jobs, careers, cars, anything, do it slowly over a period of time and with the right information.
Gather the most information concerning the specific career choice one possibly can, make an informed jump .
Talk to the people around you; family, friends, colleagues, people you trust. Frame the situation you find yourself in for them and listen to what they think, but really listen and take their advice seriously; even if you think it might be senseless information at the time. One is usually very surprised at the wisdom that exists in others we share with.
Another time tested method is to write about this career choice you are facing. Write down all the questions that come to mind. Answer the ones you are able to answer, leave the others for later. Check with others, what they think would be the best answers to the questions, the ones already answered as well. Just keep on writing, anything and everything that comes to mind. It is amazing how things clear when they are out of ones head and somewhere else, there is now space for new truths to take shape. This method is equally effective for any challenging choice one might face.
Frame your mind
Continuously frame your mind for the time when one will go from information to choice to action. In more direct terms, bull%&*# your mind into taking positive action. Motivate your mind into believing that taking the action will come to success; believe it and your voice and attitude will reflect it. Think positive!
If you jump and fall a bit hard, don’t stay there too long, your muscles will start cramping! While recovering from a hard fall, take time and reflect on which choices could have been made differently and which information one did not have. Reflection is good, but not to be overused. We were built to jump and grow and run and build, ones system will recover. Get up and move.
Please share your experience at our value exchange forums and ask questions!
How does one “safely” make this jump?
Slowly. Taking action based on a choice would sometimes be faster, other times slower, never instant. At the very least apply the twenty four hour rule; especially when another person angered or frustrated you, an instant answer, remark or response is never the desired reaction. If you are angry or frustrated, allow twenty four hours to pass before you react or jump in.
A career choice with longer terms effects, for example changing careers, should be made even slower. Weeks, months could and probably should pass before making the jump. Phase into action bit by bit. Remember delegation. When changing careers, jobs, departments or positions, don’t leave gaps behind. Ensure others will be able to successfully do the job you did and you will always be welcome again!
Coaching session on Fear of the unknown career choices
Dawie
I have an opportunity to go and work with Aleph. I currently work for a company called New-World and do not know if I should change jobs. What do you think?
Nicholas
Do you enjoy your current job?
Dawie
No, I want to do graphic communication and am currently a salesman. Doing what I love doing, graphic communications, part time.
Nicholas
Why do you not want to change jobs / careers if you will do full time what you are doing part time now?
Dawie
I am not 100% certain what it is I will be doing. There is the probability that I will do some of the things I want to do, but I might have other responsibilities.
Nicholas
Would these other responsibilities be a problem to you? If some of the work would be in graphic communication? As you grow in the skill of delegation, you could always delegate more of the work you do not enjoy doing.
Dawie
No it would probably not.
Nicholas
How would you get more information on what would be expected of you in this position working with Aleph?
Dawie
I would set up a meeting with a more senior person in the company and talk to them about what it is I would be doing. Maybe talk to some other employees of the company and get a feel for how the company operates.
Nicholas
If you like what you hear and see would you then be more comfortable making a decision?
Dawie
I would get all the information I can, share this with the people around me, for example friends and family, and hear what they have to say. Once I feel comfortable that I have sufficient information and feedback to base a decisive choice on, I will take action.

Career choices based on the unknown

Making career choices based on what is unknown is always a source of uncertainty for most, especially for those considering a midlife career change. We fear that which we do not know. Imagine looking down a very dark tunnel running straight down into the earth. You are expected to jump into this hole, you expect this of yourself or others expect this of you. To you this hole looks like it just goes down forever, a never ending drop into a very deep abyss…

Actually the hole is only two meters deep, but you don’t know that because you only see the black opening! We are too afraid to jump into this hole simply because we know nothing of it.

w&t_binoculars

I Explain

Many a time it is the same with one’s career choices. We are expected to make a career choice, be it a big change or a small task in our current career; it feels like we are jumping into that ‘very deep’ unknown hole. Especially with the small everyday career choices at the office, imagine having to jump into unknown holes ten times a day!

How do we usually react to such situations? We just don’t do it, we ignore it or we take forever to take action; it is just too fearful and unknown. Many a time one will miss a great opportunity, other times it was the right career choice, one will never be a hundred percent certain before making a jump.

Read the coaching session on career choices based on the unknown…

w&t_question

I Ask

How does one overcome this fear of the unknown?

w&t_exclamation

I Answer

Use our Walk and Talk guide and make the information on the following pages your own, these skills and knowledge will make big and small career choices much simpler:

Before we go any further, the most important fact to remember is to jump slowly! A sudden jump will almost always hurt. For example if one realizes it is time to change jobs, careers, cars, anything, do it slowly over a period of time and with the right information.

Gather the most information concerning the specific career choice one possibly can, make an informed jump .

Talk to the people around you; family, friends, colleagues, people you trust. Frame the situation you find yourself in for them and listen to what they think, but really listen and take their advice seriously; even if you think it might be senseless information at the time. One is usually very surprised at the wisdom that exists in others we share with.

w&t_elephant

I Advise

Another time tested method is to write about this career choice you are facing. Write down all the questions that come to mind. Answer the ones you are able to answer, leave the others for later. Check with others, what they think would be the best answers to the questions, the ones already answered as well. Just keep on writing, anything and everything that comes to mind. It is amazing how things clear when they are out of your head and somewhere else, there is now space for new truths to take shape. This method is equally effective for any challenging choice one might face.

Frame your mind

w&t_binoculars

I Answer

Continuously frame your mind for the time when you will go from information to choice to action. In more direct terms, bulldoze your mind into taking positive action. Motivate your mind into believing that taking the action will come to success; believe it and your voice and attitude will reflect it. Think positive!

If you jump and fall a bit hard, don’t stay there too long, your muscles will start cramping! While recovering from a hard fall, take time and reflect on which choices could have been made differently and which information one did not have. Reflection is good, but not to be overused. We were built to jump and grow and run and build, your system will recover. Get up and move.

w&t_question

I Ask

How does I safely make this jump?

w&t_exclamation

I Answer

Slowly. Taking action based on a choice would sometimes be faster, other times slower, never instant. At the very least apply the twenty four hour rule; especially when another person angered or frustrated you, an instant answer, remark or response is never the desired reaction. If you are angry or frustrated, allow twenty four hours to pass before you react or jump in.

A career choice with longer terms effects, for example changing careers, should be made even slower. Weeks, months could and probably should pass before making the jump. Phase into action bit by bit. Remember delegation. When changing careers, jobs, departments or positions, don’t leave gaps behind. Ensure others will be able to successfully do the job you did and you will always be welcome again!

Coaching session on Fear of the Unknown Career Choices

Dawie

I have an opportunity to go and work with Aleph. I currently work for a company called New-World and do not know if I should change jobs. What do you think?

Nicholas

Do you enjoy your current job?

Dawie

No, I want to do graphic communication and am currently a salesman. Doing what I love doing, graphic communications, part time.

Nicholas

Why do you not want to change jobs / careers if you will do full time what you are doing part time now?

Dawie

I am not 100% certain what it is I will be doing. There is the probability that I will do some of the things I want to do, but I might have other responsibilities.

Nicholas

Would these other responsibilities be a problem to you? If some of the work would be in graphic communication? As you grow in the skill of delegation, you could always delegate more of the work you do not enjoy doing.

Dawie

No it would probably not.

Nicholas

How would you get more information on what would be expected of you in this position working with Aleph?

Dawie

I would set up a meeting with a more senior person in the company and talk to them about what it is I would be doing. Maybe talk to some other employees of the company and get a feel for how the company operates.

Nicholas

If you like what you hear and see would you then be more comfortable making a decision?

Dawie

I would get all the information I can, share this with the people around me, for example friends and family, and hear what they have to say. Once I feel comfortable that I have sufficient information and feedback to base a decisive choice on, I will take action.

Manage your own emotional response
Chapter 4
p.2
Nowadays I often hear people referring to “emotional awareness”. What does it mean and how can it help me to be more successful in business?
Well, I assume you have heard about IQ – the Intelligence Quotient. It is a measure of your intellectual potential. IQ or intelligence is an important consideration for certain types of jobs but it does not necessarily predict success in business and personal life.
Psychologists agree that IQ contributes only about 20 percent of the factors that determine success. 80 percent of the success factors are determined by other considerations, such as emotional awareness (or E.I.). Emotional awareness is about being able to:
Identify emotions as clearly as possible and to understand how they manifest in your own behavior and that of others.
Manage your own emotional response in your interaction with others.
Act responsively and intelligently when dealing with other’s emotions.
Can you give me some guidelines that will enable me to be more emotionally aware in my dealings with others?
Let us start by identifying the different emotions that people can experience. Daniel Goleman distinguishes eight primary emotions and the following diagram indicates the different forms in which they can manifest in behavior and interaction with others.
According to Goleman, to trust is, in essence, to love and I thought love has no place in business!
The eight primary human emotions according to Goleman
Love
Acceptance
Friendliness
Trust
Kindness
Affinity
Devotion
Adoration
Infatuation
Agape
Enjoyment
Happiness
Joy
Relief
Contentment
Bliss
Delight
Amusement
Pride
Sensual pleasure
See graphic for complete list
Surprise
Shock
Astonishment
Amazement
Wonder
Disgust
Contempt
Disdain
Scorn
Abhorrence
Aversion
Distaste
Revulsion
Shame
Guilt
Embarrassment
Chagrin
Remorse
Humiliation
Regret
Mortification
Contrition
Fear
Anxiety
Apprehension
Nervousness
Concern
Consternation
Misgiving
See graphic for complete list
Anger
Fury
Outrage
Resentment
Wrath
Exasperation
Indignation
Vexation
Acrimony
Animosity
See graphic for complete list
Sadness
Grief
Sorrow
Cheerlessness
Gloom
Melancholy
Self-pity
Loneliness
Dejection
See graphic for complete list

Manage your own emotional response

Chapter 4 p.2

w&t_question

I Ask

Nowadays I often hear people referring to “emotional awareness”. What does it mean and how can it help me to be more successful in business?

w&t_exclamation

I Answer

Well, I assume you have heard about IQ – the Intelligence Quotient. It is a measure of your intellectual potential. IQ or intelligence is an important consideration for certain types of jobs but it does not necessarily predict success in business and personal life.

Psychologists agree that IQ contributes only about 20 percent of the factors that determine success. 80 percent of the success factors are determined by other considerations, such as emotional awareness (or E.I.). Emotional awareness is about being able to:

Identify emotions as clearly as possible and to understand how they manifest in your own behavior and that of others.

Manage your own emotional response in your interaction with others.

Act responsively and intelligently when dealing with other’s emotions.

w&t_question

I Ask

Can you give me some guidelines that will enable me to be more emotionally aware in my dealings with others?

w&t_binoculars

I Explain

Let us start by identifying the different emotions that people can experience. Daniel Goleman distinguishes eight primary emotions and the following diagram indicates the different forms in which they can manifest in behavior and interaction with others.

w&t_exclamation

I Answer

According to Goleman, to trust is, in essence, to love and I thought love had no place in business!

The eight primary human emotions according to Goleman

Love

  • Acceptance
  • Friendliness
  • Trust
  • Kindness
  • Affinity
  • Devotion
  • Adoration
  • Infatuation
  • Agape

Enjoyment

  • Happiness
  • Joy
  • Relief
  • Contentment
  • Bliss
  • Delight
  • Amusement
  • Pride
  • Sensual pleasure
  • See graphic below for complete list

Surprise

  • Shock
  • Astonishment
  • Amazement
  • Wonder

Disgust

  • Contempt
  • Disdain
  • Scorn
  • Abhorrence
  • Aversion
  • Distaste
  • Revulsion

Shame

  • Guilt
  • Embarrassment
  • Chagrin
  • Remorse
  • Humiliation
  • Regret
  • Mortification
  • Contrition

Fear

  • Anxiety
  • Apprehension
  • Nervousness
  • Concern
  • Consternation
  • Misgiving
  • See graphic below for complete list

Anger

  • Fury
  • Outrage
  • Resentment
  • Wrath
  • Exasperation
  • Indignation
  • Vexation
  • Acrimony
  • Animosity
  • See graphic below for complete list

Sadness

  • Grief
  • Sorrow
  • Cheerlessness
  • Gloom
  • Melancholy
  • Self-pity
  • Loneliness
  • Dejection
  • See graphic below for complete list

w&t_ch4_b_emotional_awareness

Preface to the Career Development Guide
Chapter 1
p.1
I like to ask questions. If I don’t understand something, I ask…but unfortunately I often tend to forget! I would like to have a book with all those answers, and pictures too! I would like a book that explains the concepts, processes and tools that many companies use. Something that will make sense to me when I want to explore topics on my own.
Well, you’re in luck. This book is intended to serve as an easy reference guide for your journey through your business and career. The best ideas and practical steps have been collected and distilled from many years of experience to enable you and your company to succeed.
The book aims to give each person a practical set of ideas and actions (like a set of tools) to ensure that we speak a common language of understanding and follow best practices in all our activities. After all, we would like to have fun as we succeed!
The benefits that will result from understanding and applying the contents of this book are significant, both within the business environment and in your private life.
The benefits of this knowledge (to name but a few), should enable you:
To achieve your maximum potential as a person.
To participate effectively by empowering you with knowledge and understanding.
To understand that process is greater than the individual or team and that sound processes must therefore be embedded in the company.
To participate quickly and effectively in teams and to serve your team to the best of your abilities.
To achieve maximum productivity.
To create sustainable wealth through skills development.
To serve our shareholders, customers and suppliers by adding value in all our activities and to create maximum wealth for all our stakeholders.
To become an enabled person who can teach by example through mentoring and coaching.
To be a happy team member who maintains a healthy balance between your business and private life.
I’ll accompany you on the journey to explore the contents of this book. Remember however, that this information was collected over a long period and is based on many years of experience. Do not become impatient or discouraged if you do not understand or remember everything immediately. It may take you a while to understand and apply ALL the concepts contained in this book…

Preface to the Career Development Guide

Chapter 1 p.1

w&t_question

I Ask

I like to ask questions. If I don’t understand something, I ask…but unfortunately I often tend to forget! I would like to have a book with all those answers, and pictures too! I would like a book that explains the concepts, processes and tools that many companies use. Something that will make sense to me when I want to explore topics on my own.

w&t_exclamation

I Answer

Well, you’re in luck. This book is intended to serve as an easy reference guide for your journey through your business and career. The best ideas and practical steps have been collected and distilled from many years of experience to enable you and your company to succeed.

The book aims to give each person a practical set of ideas and actions (like a set of tools) to ensure that we speak a common language of understanding and follow best practices in all our activities. After all, we would like to have fun as we succeed!

The benefits that will result from understanding and applying the contents of this book are significant, both within the business environment and in your private life.

The benefits of this knowledge (to name but a few), should enable you:

  • To achieve your maximum potential as a person.
  • To participate effectively by empowering you with knowledge and understanding.
  • To understand that process is greater than the individual or team and that sound processes must therefore be embedded in the company.
  • To participate quickly and effectively in teams and to serve your team to the best of your abilities.
  • To achieve maximum productivity.
  • To create sustainable wealth through skills development.
  • To serve our shareholders, customers and suppliers by adding value in all our activities and to create maximum wealth for all our stakeholders.
  • To become an enabled person who can teach by example through mentoring and coaching.
  • To be a happy team member who maintains a healthy balance between your business and private life.
w&t_elephant

I Advise

I’ll accompany you on the journey to explore the contents of this book. Remember however, that this information was collected over a long period and is based on many years of experience. Do not become impatient or discouraged if you do not understand or remember everything immediately. It may take you a while to understand and apply ALL the concepts contained in this book…

Maximize your value contribution to the customer
Chapter 3
p.2
The idea of an “overlap” of interests has been mentioned several times. What does it all mean, and where do I fit into this concept?
At the heart of any business there is a tri-partite alliance between the individual, the company and the customer. The contribution you make lies in the area of overlap – Contribution Zone – of interests of the three role players. Your contribution is known as your Economic Value Added (EVA , for short).
I will explain this step-by-step. Let’s start by illustrating this concept in a diagram.
Let’s explore the concept of “Growing Contribution” and capacity which is the key to understanding the VENN diagram above.
As you grow your skills by following the Walk & Talk process, you are able to contribute to the effectiveness of the company as well as the manner in which the company addresses its customers’ needs.
As your experience, skills and knowledge grow, so do the areas of overlap (the Contribution Zone) between yourself and the company on the one hand; and between yourself and the customer on the other. Growth in contribution is directly linked to the growth in the added value the customer receives from doing business with the company, and is known as Economic Value Added (EVA).
In other words, as the area of overlap (EVA) grows, the“alignment” between yourself, the company and the customer increases.
This progression in alignment results in growth of the company through increased products and services as well as effective business processes which optimally address the needs and expectations of the customer. The progression of alignment depends exclusively on the growth of the individuals within the company, and the contribution they make to the company’s ability to effectively address the needs and expectations of the customer.
By understanding your customer well, you will be able to identify opportunities to develop new areas of customer needs and to increase the value the customer receives.
This will enable you to determine the growth of the company within your chosen customer base, and to increase the value-added to the company, which in turn, results in wealth for the customer the company and the individual.
Align yourself with your company and customer needs in order to maximize your contribution and create wealth for yourself, the customer and the company.

Maximize your value contribution to the customer

Chapter 3 p.2

w&t_question

I Ask

The idea of an “overlap” of interests has been mentioned several times. What does it all mean, and where do I fit into this concept?

w&t_exclamation

I Answer

At the heart of any business there is a tri-partite alliance between the individual, the company and the customer. The contribution you make lies in the area of overlap – Contribution Zone – of interests of the three role players. Your contribution is known as your Economic Value Add (EVA , for short).

I will explain this step-by-step. Let’s start by illustrating this concept in a diagram.

w&t_ch3_b_venn

Let’s explore the concept of “Growing Contribution” and capacity which is the key to understanding the VENN diagram above.

As you grow your skills by following the Walk & Talk process, you are able to contribute to the effectiveness of the company as well as the manner in which the company addresses its customers’ needs.

As your experience, skills and knowledge grow, so do the areas of overlap (the Contribution Zone) between yourself and the company on the one hand; and between yourself and the customer on the other. Growth in contribution is directly linked to the growth in the added value the customer receives from doing business with the company, and is known as Economic Value Add (EVA).

In other words, as the area of overlap (EVA) grows, the“alignment” between yourself, the company and the customer increases.

w&t_binoculars

I Explain

This progression in alignment results in growth of the company through increased products and services as well as effective business processes which optimally address the needs and expectations of the customer. The progression of alignment depends exclusively on the growth of the individuals within the company and the contribution they make to the company’s ability to effectively address the needs and expectations of the customer.

By understanding your customer well, you will be able to identify opportunities to develop new areas of customer needs and to increase the value the customer receives.

This will enable you to determine the growth of the company within your chosen customer base and to increase the value-added to the company, which in turn, results in wealth for the customer, the company and the individual.

w&t_elephant

I Advise

Align yourself with your company and customer needs in order to maximize your contribution and create wealth for yourself, the customer and the company.

The different aspects concerned with mentoring in a company
Chapter 8
p.1
Some companies have formal mentoring programs in order to assist new team members.
Is there a mentoring program within your company?
To assist all team members of to reach their maximum potential, is fundamental to the philosophy of the company. An active mentoring program is therefore part of the management process within the organization.
Every person should aspire to become a mentor since that is the best mechanism whereby succession planning occurs. Succession planning in turn is the best way to ensure your own advancement.
The following Mind Map illustrates the processes which show successful mentoring as well as the links to the other skills described in this book.
Mentoring:
Understanding human needs
Responsibilities of a mentor
Mentoring, Coaching and Councelling.
Other skills required for mentoring:
Career planning and performance management
Interpersonal skills
Effective team skills
Underlying principles

The different aspects concerned with mentoring in a company

Chapter 8 p.1

w&t_question

I Ask

Some companies have formal mentoring programs in order to assist new team members.

Is there a mentoring program within your company?

w&t_exclamation

I Answer

To assist all team members to reach their maximum potential, is fundamental to the philosophy of the company. An active mentoring program is therefore part of the management process within the organization.

Every person should aspire to become a mentor since that is the best mechanism whereby succession planning occurs. Succession planning in turn is the best way to ensure your own advancement.

w&t_binoculars

I Explain

The following Mind Map illustrates the processes which show successful mentoring as well as the links to the other skills described in this book.

w&t_ch8_a_mentorship

Mentoring

Other skills required for mentoring

Identify common ground and develop ones relationships
Chapter 5
p.6
Sometimes it is very difficult to find common ground with a customer or colleague. It feels as if we are talking right past each other.
How should I approach these situations?
Finding common ground with another person is essential in building a relationship between you and your clients, colleagues, family and friends.
The beliefs, assumptions or facts which create your opinions or points of view, constitute your “Rocks of Belief”.
You may however not be entirely comfortable with certain aspects of these beliefs, assumptions or facts. This will create areas of doubt – your “Grains of Disbelief”.
Belief has definite views or positions on a subject. If you wish to find common ground, you have to identify and focus on the “Grains of Disbelief “. You might even find that an overlap exists between your “Rocks of Belief” and the other person’s “Grains of Disbelief” on this particular subject. If you see yourself as the Believer in the picture, you will hold certain “Rocks of Belief” in your mind which determine your position on a certain subject or issue.
In your quest to find common ground with the Disbeliever who holds an opposing view, you must try and associate with the other’s “Grains of Belief”, in other words, those aspects of the issue with which the other person is not comfortable.
You might find that you share common ground on some of aspects of the issue. Conversely, the Disbeliever should associate with your “Grains of Disbelief” in order to find common ground with you. “Seeing yourself in the situation” will clarify the situation further.
How do you usually approach situations like these?

Identify common ground and develop one’s relationships

Chapter 5 p.6

w&t_question

I Ask

Sometimes it is very difficult to find common ground with a customer or colleague. It feels as if we are talking right past each other.

How should I approach these situations?

w&t_exclamation

I Answer

Finding common ground with another person is essential in building a relationship between you and your clients, colleagues, family and friends.

The beliefs, assumptions or facts which create your opinions or points of view, constitute your “Rocks of Belief”.

You may however not be entirely comfortable with certain aspects of these beliefs, assumptions or facts. This will create areas of doubt – your “Grains of Disbelief”.

w&t_ch5_i_utilizing_common_ground

w&t_binoculars

I Explain

Belief has definite views or positions on a subject. If you wish to find common ground, you have to identify and focus on the “Grains of Disbelief “. You might even find that an overlap exists between your “Rocks of Belief” and the other person’s “Grains of Disbelief”. If you see yourself as the Believer in the picture, you will hold certain “Rocks of Belief” in your mind which determine your position on a certain subject or issue.

In your quest to find common ground with the Disbeliever who holds an opposing view, you must try and associate with the other’s “Grains of Belief”, in other words, those aspects of the issue with which the other person is not comfortable.

You might find that you share common ground on some of aspects of the issue. Conversely, the Disbeliever should associate with your “Grains of Disbelief” in order to find common ground with you. “Seeing yourself in the situation” will clarify the situation further.

w&t_elephant

I Advise

How do you usually approach situations like these?

Create your own deadline or compelling event
Why would one create a compelling event or deadline for yourself?
Successful company builders know that people can and should be stretched. Unre Visagie built many successful companies. He stretches the people that work with him in building these companies; people discover depths within them they never knew they had. The knowledge successful company builders have is to know when to stop expecting more from an individual and allow that specific growth curve to play itself out. The trick is that anyone wanting to grow their careers can apply this same “pressure” to themselves in building their own successful careers. Have a career builder attitude!
What is compelling events or deadlines?
A compelling event is something that’s going to happen and bears serious consequences on the day of the event, if certain criterion is not met. A deadline is a date or time something must be done; a deadline could be a compelling event. For the remainder of this section we use Compelling Event and Deadline interchangeably; this process is about getting work done, having fun and growing ones career, in the spirit of growing careers, the two terms are the same.
How would one go about setting your own deadline?
Career Builder learned from working with many individual careers. A good place to begin is to grow a win-win mindset! When one has a win-win mindset growth happens almost on autopilot. Ones environment becomes electric and more people become involved in achieving the goals you set for yourself. People want to be part of something that is alive and excels. Build your career by setting your own deadlines. Set your own goals and work hard to achieve these goals. Remember to always stay flexible to absorb opportunities that may arise. Be careful not to chase down ones goals in a destructive manner to the of what’s happening around you. Develop your unique win-win mindset and involve other people; growing their careers in the process of achieving your goals. Such a person is always wanted in any team! Career Builder call this process “Create your own compelling events”, in other words create your own deadlines.
Coaching session implementing Create your own compelling events:
Nadine
Why would one want to create your own deadlines?
Barry
It creates an environment of growth around you. You will need extra resources; acquiring those resources to get the job done will fast-track your growth in career skills. Deadlines, ones you created or otherwise, get the job done and that’s always a good thing J
Nadine
Which career skills will one typically expand when I create my own deadlines?
Barry
Skills like delegation, questioning skills, listening skills and Overcoming ones fear of the unknown to name but a few.
Nadine
How do I create my own compelling events?
Barry
Prioritize your work. Those tasks and projects at the top is the place to begin. Ask questions like:
Do these projects have deadlines?
If not set a reasonable time for them to be completed.
Which extra resources will I need to complete these projects?
Get these resources, use delegation.
Ask yourself what the one with the resources you have needs that you can offer.
If the project does have a deadline, can I complete the project before the deadline date?
Can I create “small” compelling events before the big date that will assist me in completing certain tasks faster?
Create mini projects out of certain aspects of the bigger project.
Nadine
How would I manage these compelling events I set for myself?
Barry
Use organizing and communication processes to do this. There are many tools, CareerDevelopmentPlan and Alephsynergy will have all the tools you need.
Nadine
If I am unable to complete the deadlines I set for myself, how should one handle this?
Barry
Knowing that you worked hard to complete this deadline, the only thing you can do is learn from what happened. Make some time and review what you did, ask yourself questions like:
What could one have done differently?
Which other resources could one have used?
Which of the tools, methods and processes one used worked and which did not work?
Why did they work and, if not, why did they not work?
Which skills did I learn through creating my own compelling events?
Use questioning skills.
Remember to make time and see how much you grew in the process. Do not just focus on the things that did not work…
Take an orange from your backpack of life, sit down on the mountain you are climbing and look back at the view. Appreciate the effort it took to climb to where you are and enjoy the new skills you have learned.

Create your own deadline or compelling event

w&t_question

I Ask

Why would one create a compelling event or deadline for yourself?

w&t_exclamation

I Answer

Successful company builders know that people can and should be stretched. Unre Visagie built many successful companies. He stretches the people that work with him in building these companies; people discover depths within them they never knew they had. The knowledge successful company builders have is to know when to stop expecting more from an individual and allow that specific growth curve to play itself out. The trick is that anyone wanting to grow their careers can apply this same “pressure” to themselves in building their own successful careers. Have a career builder attitude!

w&t_question

I Ask

What is compelling events or deadlines?

w&t_exclamation

I Answer

A compelling event is something that’s going to happen and bears serious consequences on the day of the event, if certain criterion is not met. A deadline is a date or time something must be done; a deadline could be a compelling event. For the remainder of this section we use Compelling Event and Deadline interchangeably; this process is about getting work done, having fun and growing one’s career, in the spirit of growing careers, the two terms are the same.

w&t_question

I Ask

How would one go about setting your own deadline?

w&t_binoculars

I Answer

Career Builder learned from working with many individual careers. A good place to begin is to grow a win-win mindset! When one has a win-win mindset growth happens almost on autopilot. One’s environment becomes electric and more people become involved in achieving the goals you set for yourself. People want to be part of something that is alive and excels.

Build your career by setting your own deadlines. Set your own goals and work hard to achieve these goals. Remember to always stay flexible to absorb opportunities that may arise. Be careful not to chase down one’s goals in a destructive manner. Develop your unique win-win mindset and involve other people; growing their careers in the process of achieving your goals. Such a person is always wanted in any team! Career Builder call this process “Create your own compelling events”, in other words create your own deadlines.

Coaching session implementing Create your own compelling events:

Nadine

Why would one want to create your own deadlines?

Barry

It creates an environment of growth around you. You will need extra resources; acquiring those resources to get the job done will fast-track your growth in career skills. Deadlines, ones you created or otherwise, gets the job done and that’s always a good thing.

Nadine

Which career skills will I typically expand when I create my own deadlines?

Barry

Skills like delegation, questioning skills, listening skills and overcoming one’s fear of the unknown, to name but a few.

Nadine

How do I create my own compelling events?

Barry

Prioritize your work. Those tasks and projects at the top is the place to begin. Ask questions like:

  • Do these projects have deadlines?
    • If not set a reasonable time for them to be completed.
  • Which extra resources will I need to complete these projects?
    • Get these resources: use delegation.
  • Ask yourself what the one with the resources needs that you can offer.
  • If the project does have a deadline, can I complete the project before the deadline date?
  • Can I create “small” compelling events before the big date that will assist me in completing certain tasks faster?
  • Create mini projects out of certain aspects of the bigger project.

Nadine

How would I manage these compelling events I set for myself?

Barry

Use organizing and communication processes to do this. There are many tools, CareerDevelopmentPlan and Alephsynergy will have all the tools you need.

Nadine

If I am unable to complete the deadlines I set for myself, how should I handle this?

Barry

Knowing that you worked hard to complete this deadline, the only thing you can do is learn from what happened. Make some time and review what you did, ask yourself questions like:

  • What could I have done differently?
  • Which other resources could I have used?
  • Which of the tools, methods and processes I used worked and which did not work?
  • Why did they work and, if not, why did they not work?
  • Which skills did I learn through creating my own compelling events?
  • Use questioning skills.
  • Remember to make time and see how much you grew in the process. Do not just focus on the things that did not work…

Take an orange from your backpack of life, sit down on the mountain you are climbing and look back at the view. Appreciate the effort it took to climb to where you are and enjoy the new skills you have learned.

Actively seek input and communicate the result
Chapter 6
p.2
OK, now why are you all so upset? In my position I am certainly allowed to make decisions as I see fit…
Career Builder subscribes to a decision making model that requires ownership for decisions, while actively seeking input for decisions to be made and then communicating the decisions that have been made.
Aha, so you want to give input and be informed!?
But how do I know who to involve and to whom to communicate these decisions?
Team members need to identify a number of “Circles of Involvement” in the decisions for which each person has taken responsibility and ownership.
First Circle:
People that have to be involved and whose input is crucial for a decision in a specific area. Keep them up to date with developments to enable them to make relevant input.
Second Circle:
Persons who may be able to make a valuable contribution and whose input may be sought as a matter of courtesy or with a view to their future or related involvement.
Keep them informed of developments that may influence their environment.
Third circle:
Others who should be informed of decisions to be made or of decisions already made.
We all have the right and obligation to share our points of view on any subject if we feel it will or can add value. It is the obligation of the individuals who own the decision to openly encourage input from their environment.

Actively seek input and communicate the result

Chapter 6 p.2

w&t_question

I Ask

OK, now why are you all so upset? In my position I am certainly allowed to make decisions as I see fit…

w&t_exclamation

I Answer

Career Builder subscribes to a decision making model that requires ownership for decisions, while actively seeking input for decisions to be made and then communicating the decisions that have been made.

w&t_question

I Ask

Aha, so you want to give input and be informed!?

But how do I know who to involve and to whom to communicate these decisions?

w&t_binoculars

I Explain

Team members need to identify a number of “Circles of Involvement” in the decisions for which each person has taken responsibility and ownership.

First Circle:

People that have to be involved and whose input is crucial for a decision in a specific area. Keep them up to date with developments to enable them to make relevant input.

Second Circle:

Persons who may be able to make a valuable contribution and whose input may be sought as a matter of courtesy or with a view to their future or related involvement.
Keep them informed of developments that may influence their environment.

Third circle:

Others who should be informed of decisions to be made or of decisions already made.

w&t_elephant

I Advise

We all have the right and obligation to share our points of view on any subject if we feel it will or can add value. It is the obligation of the individuals who own the decision to openly encourage input from their environment.

Understand human interaction better using the Johari Window

w&t_question

I Ask

I get the feeling that others know more about the kind of person I am than I know myself! How is that possible and what can I do about it?

w&t_exclamation

I Answer

Joseph Luft and Harry Ingham developed a model to help us understand human interaction and to assist us in enhancing our communication.

It is known as the Johari Window.

Explore the model below and then strive to expand your ARENA (known to you and others) by reducing the unknown, which consists of your own FACADE and BLIND SPOT.

w&t_question

I Ask

How do I go about reducing the unknown?

w&t_binoculars

I Explain

Lift your mask, or FACADE by sharing with others.

Reduce your own BLINDSPOT by welcoming truthful and constructive feedback.

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