All posts by Emmpressit Dev

The best way to achieve success in 2018

How can you achieve success in 2018?

One of the best ways to achieve success is to develop your own self-confidence!  Start every activity in 2018 without giving mental recognition to the possibility of defeat.  Concentrate on your strengths rather than your weaknesses; on your powers rather than your problems and on your opportunities rather than your obstacles.

To develop supreme confidence in yourself and your ability to succeed, identify your goals for the year in all areas of life and then outline clear plans of action for each of them.  Nothing gives you more confidence than having clear-cut knowledge of the actions you plan to take and the order in which to take them.  The mere existence of a written plan of action contributes immeasurably to your self-assurance and self-confidence.  The most important source of self-confidence is knowing that you can take the actions and make the necessary internal changes that are needed for your goals to become reality.

Confidence in yourself enables you to deal honestly with your shortcomings and compels you to consistently make corrections.  Confidence comes from experience. Experience comes from know-how.  Know-how comes from having the courage to submit yourself to obstacles, situations and circumstances from which the average person shies away.

Self-confidence stimulates your creative imagination.  No matter what you undertake, you will never do it until you think you can.  You will never master it until you have the confidence in yourself to act first in your own mind.  Anything you undertake must be mentally accomplished before it can be materially accomplished.

The primary element at the beginning of any goal, the one factor which will guarantee its success, is confidence in the beginning that it can be done.  The major difference between high achievement and failure is confidence – confidence builds your self-image.  You either succeed at failure or you succeed at success.  Both of these results are outward expressions of the attitude you hold toward them.  You can either think lack or abundance, poverty or plenty, obstacles or opportunities.  The choice is yours!

The degree of success you achieve in 2018 will be governed by your level of self-confidence and the degree of determination you apply to achieving your goals.  Every time you say to yourself, “I can do it, and I will do it,” you are strengthening your determination and reinforcing your positive self- image.  You are forming a habit of thinking which will manifest itself in behaviour that generates success.  You begin to look for ways that things can be done instead of looking for reasons why they can’t be done.

Determine to be successful in all areas of your life in 2018 by developing your confidence and taking control over your future! An LMA course could be a great first step – Click Here.

How to help employees change - change management tips

How to help employees change – change management tips

In today’s dynamic world of constant change, it’s imperative that managers and leaders have the tools and skills necessary to help their employees change behaviour as needed.

In fact, change management is a critical skill for all managers and leaders in the 21st Century. The question then becomes, “How does a manager/leader change or influence an employee’s behaviour?”

The best tool for accomplishing this is feedback. It has been said that feedback is the “breakfast of champions.” This is absolutely true. With feedback, you can have a significant impact on an employee’s behaviour and results. Feedback is an act of recognition of a person, an event, a result, etc.

There are two main sources of feedback: a person can provide feedback to themselves, or they can receive it from others. There are three very different feedback scenarios:

  1. Positive Feedback – Positive feedback reinforces positive behaviour.
  2. Negative Feedback – Negative feedback stops negative behaviour.
  3. No Feedback – People who are unsuccessful in getting any feedback through normal behaviour will resort to making mistakes and/or causing trouble to get negative feedback. This is because getting negative feedback is better than having no feedback at all. Nature abhors a vacuum. The absence of feedback creates a psychological vacuum in a person’s mind. Under this condition, people will act in any way they can to gain feedback, either negative or positive.
    Since it is often easier to get attention by doing something bad than it is by doing something good, in the absence of feedback, people will move from doing what they are doing now to doing something differently where feedback is achieved. We can easily see this in children. They will do whatever they need to do to get the attention of a parent, sibling, etc.

What Type of Feedback is Most Effective?

Actually, both positive feedback and negative feedback are effective if used in the appropriate manner at the right time.

As mentioned, negative feedback stops negative behaviour. As an example, an electrified fence will keep a stallion in a paddock, but does nothing to help him know what to do while he’s there. Similarly, negative feedback can be used to keep an employee from repeating negative behaviour, but does not necessarily contribute to the substitution of a positive behaviour to replace it.

Positive feedback, on the other hand, reinforces desirable behaviour. Immediate and positive recognition for positive performance will motivate an employee to want to repeat the behaviour. You can create a cycle of productive behaviour by recognising positive behaviour, which leads to more positive behaviour, followed by more feedback, and on and on.

How Do You Use Positive Feedback?

There are certain principles in giving positive feedback. Follow these principles and your positive feedback will have the greatest impact.

  1. Be sure your positive feedback is unconditional. Don’t give recognition and then take it away as in “That’s a terrific sales record this week, Mary, but can you do it again next week?”
  2. Multiply the feedback. Encourage the employee to talk about an accomplishment where other people can hear about it. “Barbara, you have done an absolutely phenomenal job of selling this week. Tell us how you did it, and how closing those sales made you feel.” If there is no one else around to hear about the employee’s experiences, be the best audience you can be and encourage the employee to tell you about it.
  3. Substantiate the feedback by giving tangible evidence.   This could be in the presentation of a certificate, a plaque, or a trophy; having someone take a picture of the presentation and give it as a remembrance of the victorious event. You can also do this simply by writing a note to the employee congratulating them on their performance. Anyway that you can put something in writing where it is tangible adds to the value of the recognition and the feedback.
  4. When giving positive feedback, be very clear and specific. Tell the employee exactly what it is that you like. Next, tell the employee why you like it. Finally, ask the employee a question about the accomplishment such as, “What did you do differently that made the difference.” This gives the employee a chance to explain why they achieved the results and to actually relive the experience. Being clear and specific also helps the employee understand what behaviour it is that you are recognising. If you are not specific, the employee may interpret a different behaviour as the one that you are desiring.
  5. Make your feedback genuine. It is vital that any feedback you give is sincere and genuine. Do not make up feedback just to provide feedback. People can easily tell when you are not being genuine in your praise. This not only has no positive effect, it may actually have a negative effect on the employee.

In today’s dynamic world, having your people motivated, empowered and productive is crucial to the success of your group or organisation. Having the tools necessary to help your employees behave in the most productive manner will be a key to your success as a manager and a leader. Use these principles to help lead your people and your organisation to the pinnacle of success.

For a more in depth discussion on the skills and tools of change management, contact your LMA representative today, or give us a call on (Aust) 1800 333 270, or (NZ) 0800 333 270.

Source: LMA and Randy Slechta, President of Leadership Management International, Inc.

Six key ingredients to stellar customer service | LMA

Six key ingredients to stellar customer service

Today’s customers are more sophisticated and have a wider range of products and services to choose from than ever before.  This combined with the fact that they can more easily compare, consider and access competing products online and overseas, it’s no wonder customers are harder to attract and more difficult to keep than ever before.

Consider these facts:
The average business may never hear from more than 90 percent of unhappy customers, but they will complain to 7-10 of their business associates and friends.  Many customers aren’t dissatisfied, but they’re not sufficiently satisfied to resist a competitor’s offer.  Therefore successful companies appreciate the value of encouraging communication with their customers.  Companies that encourage complaints and then resolve them promptly win more customers and capture the largest share of compliments.

Following are six key ingredients to stellar customer service:

  • Put people before other work.  At the first inkling a potential customer is near or on the phone drop everything else.  Put what you are working on away.  Your work won’t walk away or hang up, but customers will.  If you are face to face, make eye contact and immediately acknowledge them – let them know they come first.  If on the phone, let them know you’re glad to hear from them,  interested in why they are calling and immediately attentive to their needs.
  • Always be nice – no matter how busy you areBeing busy is no excuse to be indifferent or rude.  Demonstrate exceptional “be of service” attitude.  If in any way you convey an “I’m too busy” attitude with a potential or existing customer, you will certainly drive them away.  Costumers want all of your attention, and if you’re “too busy,” they will go elsewhere.
  • Take time with your callers.  Even though phone calls are an interruption, the person contacting you has a reason that is important to them.  The caller needs your full attention, so avoid writing, emailing or talking to others while on the phone with people.
  • Talk to them on their level.  Company jargon and acronyms should stay within the company.  Customers may not be familiar with the terminology and abbreviations your company uses internally.  Use language that they will easily understand.
  • Be friendly before you know who it is.  By being friendly to everyone, you can offer the same superior customer service and respect to everyone and avoid discrimination.
  • Watch what you say.  “That’s fine” isn’t “Thank you”, and “Uh-huh” isn’t “You’re Welcome.”  And “not a problem” isn’t appropriate if people are calling because they have a problem.  Small habitual comments can inadvertently convey very profound messages, so watch what you say.  Start today by counting how many times you forget to say “thank you” and “you’re welcome.”  Make it a habit to always show appreciation and attention to customers.  Let them know they are important to you personally, and appreciated by your company.

Remember, without customers, there are no businesses.  Treat them as important as they are.


Do you delegate effectively? Take this delegation quiz | LMA

Do you delegate effectively? Take this delegation quiz

Delegation is a key skill that supervisors and managers can utilise to achieve success in their roles. However, delegation can be a complex and challenging task if people don’t fully understand and apply proven delegation practices and principles.

Many managers, supervisors and team leaders fail to delegate or share responsibility because they fear that the quality of the work will suffer. They complain, “If I want it done right, I’ll have to do it myself”. If you are tempted to put off delegating, remember, that at some time in your career you did not know how to do what you can now do easily. Someone invested the time to teach you.

Some managers also fail to delegate because they fear that strong, well-trained employees may replace them. Actually, this possibility should be welcomed rather than feared. When you have trained people to do your work effectively, you are available for promotion not replacement.

Delegation challenges the most promising and capable people on your team to develop their potential and use more of their abilities. It entrusts them with responsibility and offers them the chance to become involved with interesting and challenging work. When they do, you and the organisation are direct beneficiaries of their growth.

Take the following quiz to test your understanding of effective delegation:

Tick True or False for each question:

True False
1. Delegation is a training tool that helps develop an organisation’s employees
2. Delegation can free you of details so you can focus more time on the important aspects of your job
3. It’s always good practice to hand over or delegate a “hot potato” project you’d rather not handle yourself
4. It’s alright to delegate a project to someone by giving them a clear picture of what has to be done, without specifying how to do it
5. When you delegate the authority to complete a task or a project, it’s good to inform other employees in the workplace about this
6. Even though an employee seems to understand a task or a delegated project, it’s wise to ask them to give you an idea of how they plan to accomplish the project
7. It’s not good management practice to ask for periodic checks on the progress of the delegated project
8. The fact that you can do it better and faster yourself is a good reason not to delegate a task
9. If an employee shows you that they are unable to do a job, you shouldn’t give them a second chance.
10. When errors in a delegated project could be highly costly to the organisation, it’s important to maintain closer supervision of the project


Answers: 1. True, 2. True, 3. False, 4. True, 5. True, 6. True, 7. False, 8. False, 9. False, 10. True


Developing effective delegation skills  is featured in many of our management and leadership development courses, click here to view suitable courses and/or contact us today to speak with an LMA representative in your area.

Fine Tune Relationships in the Workplace

How well people work together strongly influences the quality and quantity of their work. In other words, relationships in the workplace have a very strong influence on people’s performance and productivity.

Periodically ask yourself the following questions to fine tune your relationships in the workplace:

  1. Am I really trying to develop good relationships with my workmates at all levels? It’s just as important to have a good relationship with your workmates as it is to have a good relationship with your boss. If you are a team leader, lead by example. Make the effort to develop good relationships with your team members.
  2. Do I, as a member of the team, make the best contribution that I can? This is a complex question as every team member has a role. There are times when you can say that fulfilling your role and responsibility is enough. However, there are other times when you can go the extra mile. It could be helping out another team mate, using a bit more of your discretionary effort or providing suggestions or ideas to improve other areas of the team’s activities. These ideas and suggestions should be given freely and considered carefully by everyone.
  3. Listening to what others are actually saying. We are all different. It is important that we listen for the message behind the words that others use. Use empathy to put yourself in another person’s shoes. Listening with empathy helps you gain a greater understanding of others’ points of view. It also shows that you care. Remember the old saying “No-one cares how much you know until they know how much you care”.
  4. Do I appreciate everyone’s differences? We all live in a very diverse workplace with different genders, ethnicity, ages, experiences, education and social backgrounds. However, it’s through diversity that a team truly works well. See others for the strengths that they bring to the team, not by their differences. Welcome and embrace the rich diversity within your team to improve relationships in the workplace.
  5. Do I make new people feel welcome and a part of the team? Make a conscious effort to remember new people’s names and greet them warmly. Make an effort to find out a little about them, their goals and interests. Again, show that you care and welcome them as valuable members of the team and the organisation.
  6. How can I help fine tune relationships in my workplace? Asking this question of yourself will open your mind to ways in which you can contribute to better relationships and overall work experiences for yourself and others. Not only will work become more enjoyable, everyone will also achieve greater results.

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Characteristics of a great leader | LMA

Characteristics of great leaders

The saying goes that “Great leaders are born, not made” and there is some truth to this.

Yet, while many great leaders and born great leaders, there are characteristics great leaders share that can be learned and practiced.

To be a great leader today, you need to be:

  • A good communicator and provide feedback
  • Honest, trustworthy, ethical and fair
  • Understanding and a good listener
  • Compassionate, empathic and caring
  • Knowledgeable, competent and able to multi-task

Sound like a big ask? Not really, it’s just what today’s employees expect – a good relationship with the boss is central to staying with an organisation and why the old adage “people go where they’re wanted but only stay where they’re appreciated” has never been more relevant.

Against each of the five important attributes of a leader, on a scale of 1-5, how do you rate yourself? Are you a great leader?

Want more tips and information on leadership? Click here to subscribe to LMA’s mailing list.

From LMA’s L.E.AD. survey book “Today’s workplace – Present realities…Future realities”, 2013


The Generation Game | LMA

The Generation Game

Did you know….

Only 4% of Generation X and Generation Y would most like to work with Baby Boomers in the future*.

Only 14% of Generation X and 8% of Generation Y would most like to report to Baby Boomers in the future.

17% of Baby Boomers themselves would prefer to work with other Baby Boomers in the future, and only 41% would prefer to report to other Baby Boomers.

40%+ of each generation believe they have effective relationships with all other generations.

59% of Generation X believe they have the most effective relationships with their own generation.

45% of Generation Y believe they have the most effective relationships with their own generation.

The results highlight an issue that may undermine the stability of the workforce in the future; the perception of relationships between and with Baby Boomers.

With at least another decade to come of Baby Boomers running organisations, the pressure will be on Baby Boomer leaders and managers to reinvent themselves so that those of their own generation, and other generations to follow, feel comfortable working with and reporting to them in the future.

From LMA’s L.E.AD. survey book “Today’s workplace – Present realities…Future realities”, 2013. To order the book click here.

* Gen X – born between 1963 and 1980
Gen Y – born between 1981 and 1995
Baby Boomers – born between 1945 and 1962

Are you below the line | LMA

Are you “below the line”?

Recognising when you're below the line | LMA

Here are 7 indicators that will assist you in recognising you are being “below the line”:

  • You feel you have little or no control over your present circumstances
  • You find yourself blaming others and pointing fingers
  • Your discussions of problems focus more on what you can’t do rather than what you can do
  • You avoid dealing with the toughest issues you face
  • You make excuses
  • You waste time and energy “boss or colleague bashing”
  • You view the world with a pessimistic attitude.

How do you operate?

Do you have the skill set of a strong leader | LMA

Do you have the skill set of a strong leader?

Did you know:

42% of managers perceive there to be a shortage of leadership skills in their organisation (up from 26% in 2011).

24% of leaders perceive there to be a shortage of management skills in their organisation (up from 21% in 2011).

Leaders and managers clearly need to look at their own need for skill development through formal training and mentoring and be willing to take on new ideas relating to their leadership and management approaches.

Equally important is the identification of, and investment in, leaders and managers of the future within their organisations. Handled correctly, first time leaders can become life-long leaders.

Find out how you score across several crucial leadership and management competencies by completing LMA’s DIY Leadership Management Competency Analysis.

From LMA’s L.E.AD. survey book “Today’s workplace – Present realities…Future realities”, 2013
Available for purchase, click here to order a copy of the book.

Who's winning the gender war | LMA

Who’s winning the gender war?

Australia and New Zealand have made significant progress towards gender equality but it appears that perception of the level of change may be skewed depending on which sex you speak to.

The latest Leadership, Employment and Direction (L.E.A.D) Survey has highlighted the differing views on the difficulty for women to reach senior management positions compared to the 80’s and 90’s.

On the face of things there appears to be little, albeit positive, change with 63% of leaders, 64% of managers and 67% of employees who perceive it to be easier for women to reach senior management position than in the 80’s and 90’s.

However, when the statistics are broken down to male and female respondents the results are more concerning:

  • 36% of female leaders, 40% of female managers and 52% female employees perceive it to be easier for women to reach senior management positions than the 80’s and 90’s, compared to 72%, 78% and 75% male respondents respectively.
  • 51% of female leaders, 52% of female managers and 36% female employees perceive the difficulty for women to reach senior management positions has not changed since the 80’s and 90’s, compared to 20%, 17% and 13% male respondents respectively.

The overall measure seems to mask the perceived difference in the experience of men and women at all levels of the organisation. It highlights that men are significantly more likely to believe the situation is balanced, whereas women report that men are still winning the so-called gender war.

From LMA’s L.E.AD. survey book “Today’s workplace – Present realities…Future realities”, 2013