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DIY leadership analysis

Are you a good manager?

Welcome to LMA’s complimentary DIY Leadership Management Competency Analysis.

This easy to use analysis for yourself, or your team member, will immediately return to you a comprehensive confidential report that will:

  • Allow you to easily check how you, and/or your team members, score across several crucial leadership and management competencies specific to your position, or those of your team
  • Identify and explain these leadership and management competencies
  • Offer general advice, as well as specific recommendations for improvement of the leadership and management competencies
  • Outline the benefits of targeted leadership and management development activities to yourself, your team, and/or your organisation
  • Provide a few suggested solutions that yourself, and/or team members can immediately adopt to improve the identified leadership and management competencies.

This informative management analysis will only take you about 7 minutes to complete.

Simply answer the questions and click submit, and you will immediately receive your insightful leadership management analysis report.

You may complete the management assessment as many times as you like for yourself or your team members, and please feel free to forward this link to others you think would find it beneficial.

Please be assured that the answers you provide, and the subsequent report that is returned, will remain completely confidential to LMA.
Start the analysis

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TLPG

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The most important outcome for The Leadership and Performance Group (TLPG) and its associated companies is creating exceptional results through people.

Founded in 1972, TLPG incorporates Leadership Management Australasia, Think Perform and Profiles International Australia. Each company of TLPG works with Australian and New Zealand organisations assisting them to achieve better bottom-line results by improving the leadership, productivity and performance of their people whilst impacting the overall culture of the organisation.

All companies of TLPG are non-competitive and complimentary, allowing for a very simple yet comprehensive offering to our clients.


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Creating exceptional results through people by helping our clients become more competitive and sustainable, their investment in training will in turn lead to lower costs and increase in profit through improved productivity, Lean principles and continuous improvement.

We have created a learning strategy that is unique, and deliver our programs through our team of qualified, industry experienced facilitators.

The unique learning strategy model adopted is a very hands-on approach and integrates Lean and Continuous Improvement principles with a flexible learning approach to maximise results.

Every organisation has its own unique set of challenges. Whether organisations have 5 employees or 5,000, Think Perform can design and deliver a tailored business solution to achieve exceptional results. We have successfully implemented customised Continuous Improvement and Lean programs across many industry sectors in Australia.

thinkperform.com.au


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Creating exceptional results through people by helping our clients gain a competitive advantage by selecting the right people and managing them to their full potential. Our clients achieve this by using our comprehensive employment assessments and innovative talent management solutions.

Our key objectives are to work with organisations to improve their bottom line by helping them build and develop an outstanding workforce, resulting in lower levels of turnover, reduced recruitment costs, higher levels of staff engagement and morale, and increased productivity.

Our assessments and solutions are applicable to all positions within organisations, all industry types and organisational structures.

profilesinternational.com.au
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Time management

Where has the day gone?

Do you get to the end of the day and wonder where has all the time gone?

View LMA’s time management tips to help you keep on top of your day.

Use the form above to download this handy poster, share it on social media or print and keep it as a reminder.

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Six Qualities of a Top Performer – Do you have them?

Over the decades from working with people from every level, in small to very large organisations, across every sector, we have found there are six characteristics or qualities that almost every top performer shares; and conversely, are missing or not completely developed in people who are not considered top performers.

1. Focus

All top performers have an unswerving singleness of purpose. They are 100 per cent, full-time committed to their chosen pursuit. The reason for this is they have an unbridled enthusiasm for what they do. They absolutely love it. They do not even consider work as work, it is play to them. Their vocation is actually their vacation. This enables them to be macro-thinkers or big-picture seers. In other words, they are able to see long-term, see the total picture, and they do not get bogged down in details.

They have two rules:

  • Don’t sweat the small stuff.
  • It’s all small stuff.

In other words, they are focused on what is important. They are focused on what pays off, they are focused on success essentials.

2. Integrity

Top performers understand that success in business comes from establishing trust with prospects and clients. This trust only comes if the person believes totally in what they do. Top performers, almost to a fault, are congruent in their words, beliefs and actions. They use their own products. They are their own best client. They walk the talk. They do what they say they will do.

3. Service

This could also be called win-win relationships. Top performers understand that for future success, it is absolutely critical that their clients are happy.

To do this, top performers do three things:

  • They study their clients’ business. They learn the language, they learn the problems, they learn the challenges, they learn the competitors, they learn the dynamics. They know their clients’ business almost as well as the client.
  • Top performers are masters at asking questions to find out if and how they can help prospective clients. Top performers understand that the client will show them what they need and how they want to buy, if they only ask the right questions.
  • Top performers under-promise and over-deliver. They make sure that everything they commit to is done and then some. Their goal is not a satisfied client, but an absolutely excited, happy, thrilled and overjoyed client.

4. Relationships

Top performers understand that they are not selling products, they are creating relationships. Top performers know in their hearts that their success is determined by the quality of these relationships. Consequently, they network, they seek referrals and they constantly build up their relationships. They turn clients into centres of influence who become ambassadors for their business. They measure their success not by their bank accounts but by the size of their client and prospect list.

5. Smart-Hard Work

Top performers understand that it takes a lot of hard work to succeed at anything. They also work very smart. But they understand that they cannot rationalise hard work away just by saying they are going to work smarter. Top performers develop and follow a system. They also keep very detailed and accurate records and statistics on their activities and results. Top performers pay the price.

6. Continuous Improvement

Top performers are never totally satisfied with their performance. They are always looking for ways to constantly invest in themselves. They study their industry. They always set goals to beat their best. They are always working on ways to improve the system – not to change the system, but to improve it, to optimise it, to maximise it, to multiply it. Top performers are a lot like ducks. They look very calm and smooth on the surface, but underneath they are paddling like the world is coming to an end.

We would highly recommend that you look at these six qualities and rank yourself from one to ten on each. Find out what qualities are missing or would benefit from development, and set a goal to improve in these areas. Our lives are racing by us at lightning speed. Life is too precious to be only mediocre, or just to be average. Make a decision now to fully commit to your dreams, goals and aspirations. Make a decision now to incorporate, believe in, trust and live by these success essentials.

For additional recommendations and resources on how to become a top performer contact us today to speak with an LMA representative in your area.

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Feedback ~ The Positive and Negative principles.

Today’s business world demands that leaders and managers have the ability to assist their employees to adapt to the constant changes in technology and workplace practices. In fact, being able to assist team members through this process is a critical skill for effective leadership. It’s about developing the ability to change your influence in order to guide other people’s behaviour.

One of the most effective tools in behavioural change is the use of feedback.
In fact, through the use of feedback you can have a significant impact on other’s behaviour, attitude and results.

“We all need people who will give us feedback. That’s how we improve.”
– Bill Gates

Different types of feedback

There are three distinct feedback scenarios:

  1. Positive feedback

Positive feedback recognises positive behaviour and reinforces positive behaviour.

  1. Negative feedback

Negative feedback is directed at unacceptable activities or behaviours and stops negative behaviour.

  1. No Feedback

A lack of feedback is just as powerful an influence on people’s behaviour as either positive or negative feedback.  For example, people who are not receiving any form of recognition or feedback will often resort to negative behaviour, making mistakes or causing trouble as a result of being disheartened by lack of feedback.
Lack of feedback creates a psychological vacuum in people’s minds.  When they don’t receive feedback, they don’t believe that their leader or managers are concerned or invested in what they are working on.  They feel they hold no value in their leader’s eyes.  Attention is often gained by doing something wrong rather than by doing something well.  In the absence of feedback people will often move to doing things differently or incorrectly.

Which type of feedback is most effective?

Both positive and negative feedback are effective if you use them in the correct manner and at the right time.

  • Negative feedback can be used to keep a team member from repeating negative behaviour but does not necessarily contribute to the substitution of a positive behaviour to replace the negative one.
  • 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.  Leaders can create a cycle of productive behaviour by recognising positive behaviour which encourages further positive behaviour and positive feedback. This creates a continuous improvement process.

How to use positive feedback?

To achieve the best results through positive feedback, follow these principles:

  1. Ensure the positive feedback you are providing is unconditional.  Don’t provide recognition and then take it away, i.e., “That’s a terrific sales record you’ve achieved this month Larry.  Can you see now how you could have done that previously?”
  2. Ensure that the feedback is genuine.  False praise has the opposite effect and is de-motivating.  Always ensure that the feedback you are giving is open, honest and genuine.
  3. Enhance the feedback.  Encourage the person to talk about their accomplishment and let others know how well they did.
  4. Share the recognition for the person’s accomplishment with other team members.
  5. Be clear and specific when giving positive feedback. Telling the person exactly what it is that you are recognising.  Then tell them why you like it.
  6. Finally ask the person a question about their accomplishment, i.e., “Jenny, what did you do to achieve such a great outcome?”  This gives the person a chance to explain how they achieved the result and also to re-live the experience.

When you are clear and specific with your feedback, people understand the behaviour that is being recognised and are likely to repeat it.  Some tips for effective communication can be found here and applied to your feedback principals.  Further processes and tips can be utilised from our courses should you decide to up skill your performance.

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Craft a better workplace with LMA’s Increased Performance and Productivity tips.

The clock is ticking! With only a few more weeks left until EOFY, it’s time to make some positive changes for yourself, your team, and your workplace.  These outlined processes can help you to obtain Increased Performance and Productivity, impacting your business in new and exciting ways through the new financial year.

LMA’s tips to Increase Performance and Productivity:

  • Make the best use of the resources you have– most people harbour great ideas that can improve productivity. They’re just waiting to be asked to offer them. To drive performance and productivity, expect big things from people in terms of them offering up their ideas, improvements and changes.  These instincts from your team are often the perspective that is needed to make the workplace better. Look to make improvement conversations a regular feature of your interactions with the team.
  • Get to know your people better– work out what makes each person tick and how you can best tap into their needs and motivations to drive performance and productivity by spending quality time with them. Work hard to understand the needs of different generations and look to create an environment that encourages engagement and commitment at all levels, not just your own.
  • Lead everyone to focus on goal setting and High Payoff Activities (HPAs)– look to develop individual and team goals to drive performance and productivity. Build goal setting and goal reviewing activities into every aspect of your role, your department and the organisation as a whole. Make discussions about goals a regular feature of team meetings, work-in-progress discussions and toolbox meetings. Look for opportunities to celebrate the successful accomplishment of goals – be they big or small.  Additionally, develop an obsession with what LMA calls High Payoff Activities (HPAs), whereby you devote the bulk of your time to the key activities that generate the biggest return for you, your department and the organisation overall. Start the day with a plan and regularly check that you’re sticking to it. Regularly ask yourself “Is what I’m doing right now the best use of my time?” If you answer yes, keep doing it. If you answer no, stop and move onto something that delivers a higher payoff.
  • Communicate, communicate, communicate– commit yourself to listening to your team more than talking to them. Make giving and receiving great feedback a key activity and look to communicate clearly and fully at all times. Recognise that communication is never-ending and unrelenting and is the lifeblood of effective managers. It must be developed, practised and honed to encourage personal and team performance and productivity.
  • Build the Wall, One ‘brick’ at a time– break big challenges and issues (walls) into smaller, more achievable tasks (bricks). Set about gaining momentum by completing a series of small steps on the way to achieving the big goal. Look to involve others at every step and take time to reflect on and celebrate the progress being made in order to drive further action.

As EOFY approaches, it is a good time to think about your impact on your business or workplace and how you might make positive changes. LMA offer a full breadth of courses that can give you the leadership edge in business.  Alternatively you can click here to contact us directly or call:  1800 333 270

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Do Even The Best Leaders Have a Use-By Date?

True or False: The optimum period of leadership is stated to be between six and nine years.

Many of our best and most effective leaders have served for much shorter and indeed much longer terms at the top. So how long is too long for a leader to lead?

There is no true or false answer to a question like this. When the effectiveness of the leader is called into question through a lack of innovation or the appearance of stagnation, the writing starts to appear on the wall and it becomes the leader’s duty and responsibility to prepare and hand the reigns to a successor who can take up the charge.

However many leaders fail to recognise the early signs that their effectiveness has begun to wane and they need to move on and move out.

Current and aspiring leaders should recognise that they may well have a ‘Best Before’ date (perhaps even a Use-By date) and must be regularly checking that they are still palatable and effective in their role as a leader.

If you doubt your current leadership skill set – LMA can help! 
Click here to take our FREE DIY leadership analysis to gain some valuable information about your current leadership skills.  Additionally LMA has many leadership focused courses available here.

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Develop The Top Five Leadership Skills

National, state and local governments across Australia and New Zealand are currently being roundly criticised for a lack of proper leadership and direction. So what does it take to be a leader in this era?

What are we looking for in our leaders and why is true leadership in such heavy demand yet such short supply?

Complexity, globalisation, competition, technology, social media, regular media – so many dimensions of life place increasing pressure on leaders. In playing a leadership role, many struggle with the weight of expectation to be exemplars of attitudes and behaviours that are above reproach.

Many simply don’t grasp the full extent of true leadership – “the ART of getting someone else to do something you want done because they want to do it”. A leader’s role is clearly defined as determining the strategy, communicating the direction, building confidence and driving results for employees and business alike.

So with this in mind, consider the assessment from the Leadership Employment and Direction (L.E.A.D) Survey of the essential competencies leaders should have if they wish to successfully lead organisations and people:

Top five critical leadership competencies

  1. Communication skills
  2. Planning and organising
  3. Problem solving and decision-making
  4. Developing and coaching others
  5. Building relationships (external and internal)

Importantly, those further up the organisation (middle managers/supervisors, leaders/senior managers) held similar views in relation to the most important leadership competencies (although leaders placed greatest importance on Strategic Thinking as a core competency).

The critical focus on communication skills highlights why so much emphasis is placed on leader ‘performances’ – in the media, at Annual General Meetings, in company videos, in company presentations, and in the boardroom.

Only through effective communication can leaders hope to convey their messages about plans and directions, how they are problem solving and making decisions, how they are developing and coaching others and how they are building relationships – the other critical leadership competencies craved by those they hope to lead.

Today’s leader must be talented in a number of ways that go well beyond simply running the organisation from an ivory (or mahogany) tower and barking orders for the minions to follow. To attract and retain the talented personnel needed to be competitive and to generate efficiency and productivity at individual, team, department and organisational levels, they must be a true all-rounder and be willing to continue learning better ways to lead.

As the second most prominent area of current skills shortages in organisations across Australia and New Zealand (behind technical skills only), the pressure is on for leaders to acknowledge the need for them to grow and develop to fulfill the leadership expectations of their people – or risk losing them to leaders who can and do show true leadership.

If you doubt your current leadership skill set – LMA can help! 
Click here to take our FREE DIY leadership analysis to gain some valuable information about your current leadership skills.  Additionally LMA has many leadership focused courses available here.

Your job – love it or hate it? The word on job satisfaction in the workplace

Almost 60% of the workforce either hate their jobs or have a ho hum attitude to their work. The rest really love their work or gain satisfaction from it. What does this mean for today’s leaders and managers – especially when they exhibit similar views of their own job satisfaction?

One in six leaders (17%), managers (16%) and employees (16%) hate their jobs but have to earn a living according to the our L.E.A.D. (Leadership, Employment and Direction) Survey.

Nearly half the leaders and senior managers in organisations have a very neutral view of their jobs – 48% look for fulfillment in other parts of their lives or find their job OK but would prefer to be doing something else. A sizeable proportion of managers (39%) and employees (38%) also feel this way.

The results reveal that at the opposite end of the scale, over a third of managers (37%) and employees (37%) love their jobs and gain a great deal of satisfaction from the work they do. Even so, fewer leaders are positive about their jobs with only 28% of leaders feeling this way.

LMA’s CEO, Grant Sexton, said having so many people either hating or being ambivalent about their work was a contributing factor to Australasia’s languishing productivity.

“A predominant section of the workforce is performing at a level of personal productivity significantly below their capability,” he said.

Leaders’ dissatisfaction with their jobs appears to stem from a lack of work-life balance, difficulties associated with finding and retaining good staff and higher staff turnover. The pressures of people management weigh down on many and leave them feeling disillusioned.

Managers report many of the same concerns, particularly in relation to their own work-life balance and the dual pressures of finding and retaining the right people for their organisations.

“There are just too many with a ’ho hum’ attitude – too many people just going through the motions and dragging the chain… no wonder we still have 20 per cent of the workforce actively looking for a different role” he said.

Organisations firstly have to motivate and engage their leaders and managers. In turn, a leader or manager who is satisfied with their role in the organisation and their job will influence the engagement, morale, productivity and commitment of the greater workforce.

To help motivate and engage your leaders, managers and employees to measurably improve the performance and productivity of your organisation contact us today to speak with an LMA representative in your area.

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Develop the Habit of Winning

“Everyone loves a winner”. However, being a winner doesn’t mean you have to be in first place at a sporting endeavour or achieve the ultimate heights in professional and financial successes. LMA’s definition of being a winner is achieving the goals that are important to you, so that you can be your own definition of success in your life.

At work we all have a choice.  To achieve and win at what we do or to let obstacles and circumstances stand in our way.  Choose to become a winner.

Winners approach life with the confident expectation that they can solve any problems that arises, turn difficult situations into positive advantages and achieve any realistic goal that is important to their success.  Winners have a positive expectancy and radiate the attitude of success.

Winners share some general attitudes that are basic to success. By practicing these attitudes, anyone can develop the habit of winning.

  • Think positively. Winners start each day looking for what can be done instead of worrying about what can’t be done.  Look for ways you can succeed rather than reasons why you can’t.   Hold positive expectancy and develop basic plans for overcoming any obstacle or challenge that you may encounter.
  • Plan and set S.M.A.R.T goals: By setting S.M.A.R.T goals and developing detailed plans and action steps for their accomplishments, winners can make positive progress every day towards a goal. When they meet roadblocks or obstacles they have a plan which accounts for these issues and has outcomes which help to react, work through and overcome them. Winners are confident of their success because they know that by following their plans they will achieve their goals.
  • Expect to succeed: A mindset of positive expectancy is always to the fore front in the mind of a winner.  Winners understand that their attitudes create self-fulfilling prophecies. The powerful goal setting activity of winners transforms their expectations into the realities of success in life.
  • Accept responsibility: Winners adopt an “above the line” attitude. They exercise initiative and do what is needed because they know that it is up to them personally to achieve their success in life. Winners acknowledge their mistakes and failures and learn from them. As a result they grow in their own personal strength and character.
  • Use your creative abilities.  Winners look for innovative new ways to improve their results.  We are all born with the ability to be creative and innovative.  Look for ways to do things better.  Cultivate your creativity, exercise it, and trust it.
  • Make a personal commitment to your goals.  Winners make commitments.  When you decide to achieve a goal, commit to it’s success immediately.  Stick to your purpose until your goal is realised.  Make a definite choice and then commit to following it.
  • Be willing to pay the price.  Winners don’t expect to get something for nothing.  They are willing to invest the time, effort, creativity and money necessary to achieve their goals.  Be prepared to do what it takes to become successful.

If you are looking to create some new goals with a winning attitude check out the 9 steps to goal setting with LMA.  Alternatively feel free to contact LMA for any further information. 1300 333 270.