Olive Strachan North West Export Champion 2016
phone +44 (0) 161 209 3950

"A person without a sense of humour is like a wagon without springs, jolted by every pebble in the road." - Henry Ward Beecher

Humour in the workplace

Why I use humour in training

During my career, I have been fortunate enough to have worked for organisations who have invested in my development and sent me on many training courses. I always left home with a feeling of excitement, looking forward to meeting new people and learning something new, but often the way the training was delivered lacked humour, did not engage and I was often left wondering how soon it would be over.

The idea came to me that I could deliver factual, well researched, up to date content, but in a fun and engaging way. Hence the reason I opened my own training consultancy.

The benefits of using humour in learning

Research into neuroscience reveals that humour systematically activates the brain’s dopamine reward system.  Cognitive studies show that dopamine is important for both goal orientated motivation and long term memory. Also, research into Accelerated Learning Theory indicates that people retain information in a fun and relaxed atmosphere. Humour is beneficial in the following ways:

  1. It can break the ice and enhance the enjoyment of the learner
  2. It can build a sense of community amongst delegates
  3. It can establish rapport quickly
  4. It aids knowledge retention
  5. It helps keep enthusiasm at peak levels

Dr Richard Bandler in his interview for NLP LIFE, reveals why humour is important in learning and coaching, he says, “Humour is a tool that, as far as I’m concerned, shields you from the stupidity that’s rampant on the planet”.  He goes on to say that he tries to get people to look from a different point of view, which is what humour is really about.

Possible pitfalls

Humour must be appropriate – we want to make people laugh but not to offend them. Avoid jokes around religion, race, gender or weight.  Also cruel or inappropriate comments, sarcasm and too many jokes. There must be a balance between humour and instruction so that respect for the trainer/facilitator is maintained.

Humour and culture

Nik Peachey, a trainer for the British Council wrote an article called ‘Sense of Humour’, he talks about how by understanding a person’s humour it helps to understand their culture and language. One of his ideas which resonated with me was to get students to try to translate a joke from one language to another and observe cultural nuances as often jokes can mask some negative underlying prejudices.

My experience of laughter and learning

It has been nearly 20 years since I delivered my first training programme based on my ethos of making learning engaging with humourous content. This has had a big impact on our success. Content is tailored to the needs of the learner, we encourage high participation amongst our delegates and all of this is underpinned by current research and theories.

We do live in a politically correct age, and sometimes unintentionally a word or a phrase may cause offence. If you have strong reservations then don’t do it. As a trainer/facilitator we ask for and receive feedback from our delegates, but also, we can read body language and facial expressions which tell us if we have got it wrong. Having delivered training to audiences in over 20 countries, I have built many contacts and networks who use my services because I am authentic and provide a safe environment where learning is energising, memorable and fun.

Olive Strachan Resources announces their summer line-up of training programmes with a focus on inspiration and motivation.

Olive Strachan - OSR

Olive says, ‘Both of our country's leading politicians suffered from some rocky moments on the campaign trail, but it was Jeremy Corbyn who eventually smashed the polls to achieve a huge political upset. So how did he do it? The answer is, of course, knowing how to lead.’

But can you learn how to lead people? Does the ability to inspire and motivate people come naturally or is it something you can pick up? For Manchester-based entrepreneur Olive Strachan, it's definitely the latter.

For the past 18 years, Olive has been working to teach professionals how to lead, how to inspire, and how to engage their staff members at her firm, Olive Strachan Resources. She's just announced her summer training programmes and there's a clear focus on delivering the inspiration that managers need to refresh the energy of their staff over the summer months.

July will see OSR delivering training in areas including 'Influencing and Persuading Skills', 'Driving Performance', and 'The Strategic and Inspiring Leader'.

The summer months can also be a time of flux and change in workplaces across the country and that's why Olive will also be sharing her expertise in 'Diversity Inclusion & Unconscious Bias', 'Handling Difficult Situations', and 'Managing Change' towards the end of July.

From August, Olive and her team are slightly switching up their output to focus on how leaders can provide insight and inspiration to their colleagues. 'Delivery Through People', 'The Effective People Manager', and 'Effective Communicator' will all be running from OSR's Manchester office throughout August.

A full list of OSR's summer courses can be found on the OSR website.

Of course, the summer months can be a seriously busy time for some businesses and that's why OSR have announced that all their summer courses will be echoed in September and October. Even if you don't find the time to book a course in summer, there's no need to panic!

From their Manchester office, Olive Strachan Resources have worked with some huge clients including the British Council, Odeon, and CIPD, and has even broadened her horizons globally.

With courses aimed at managers, leaders, and anyone else looking to boost their intrapersonal skills, Olive has something for everyone. Perhaps Theresa May will be wishing she'd taken part in Olive's 'Influencing And Persuading Skills' course this week.

Commercial Director, Sam Ashton of Packaging Automation Ltd – a global engineering and manufacturing company says: “The effect of the OSR Employee Engagement programme has had on all the staff is truly rewarding and promising for the future.”

She adds: “The culture change is evident and everyone is more motivated, it has been an enriching experience for everyone involved.”

OSR's courses are accessible to anyone and very affordable, costing between £150 and £299 + VAT per session, and aim to exponentially increase your workforce's output, helping you to deliver real, workable solutions to every challenge you might face.

If your workplace has questions, then Olive and her team have the answers!

Make 2017 the Best Year of Your Life

At the end of November 2016, I decided after a challenging year that it was time to invest in my own development. I managed to tick off an item on my 'bucket list' at the same time, as the event I was attending was GoPRO 2016 at the Las Vegas Convention Centre in Nevada. I have always wanted to visit Las Vegas and was able to board a small plane that had been specially cusotmised for sightseeing - we flew over the Mojave desert, the Hoover dam, and the Grand Canyon, where we stopped for a picnic lunch. It was an experience that I will never forget.

Most memorable of all was the experience of walking across the Skywalk, a horseshoe-shaped cantilever bridge with a glass walkway over the Grand Canyon. When you're out on the Skywalk, the rim of the Grand Canyon is 70 feet behind you and the opposite side is 3 miles in front of you. The bottom of the Canyon is 2 thousand feet beneath you - the moment I looked down is one I'll never forget!

After that amazing experience, I felt ready to tackle anything, and I arrived at the GoPRO event ready to absorb, learn and participate.

Olive Strachan at GoPRO 2016

The event featured an interesting array of speakers, including Eric Worre, John Addison, Mel Robbins, Sir Richard Branson, and Tony Robbins. I firmly believe that, in order to achieve success, you need to "model yourself on someone who is already doing what you want to achieve", so to be in the presence of these great speakers and successful entrepreneurs with 20,000 other people was extremely motivational. When I left the event after 3 days, I felt energised, positive, and focused, with a written plan for 2017.

So what did I learn at GoPRO 2016, and why have I already booked for next year's event? Let me share with you the 3 steps that form part of my strategy for success in 2017. The key themes running through the event's 3 days were developing mental toughness, managing your emotions, and having a strategy. Additionally, quite a few of the speakers focused on the question of whether you have an internal or external locus of control; this refers to the extent to which you believe that you have control over the events that influence your life. When you are dealing with a challenge in your life, do you feel that you have control over the outcome? Or do you believe that you are simply at the hands of outside forces?

If you believe that you have no control over what happens and that external variables are to blame, then you have what is known as an external locus of control.

River

 

Developing mental toughness

Mel Robbins, whose popular TED Talk named 'How to Stop Screwing Yourself Over' became world famous, advocates the '54321 - Go!' method. This is based around the power of 5-second decisions. Mel shared with us that she had experienced many years of depression, which impacted on her ability to function well. One day, she forced herself to act by using metacognition, in effect tricking her brain. Whenever she felt challenged or unable to do something, she used her 5 second rule, simply saying to herself, "5, 4, 3, 2, 1, go, action!" This method has helped her to overcome her fears and just keep going.

Richard Branson discussed the importance of taking risks. In his case, he has risked his life for the Virgin brand; his mental courage is underpinned by a strong belief in his company, a love of people, thriving on challenge, and seeing life as one big learning opportunity. A few other sayings that resonated with me were: "Weebles wobble but they don't fall down" (that is, life will serve us a few curve balls, but we can overcome these challenges); "Don't confuse disappointment with disaster" (we often overreact when things go wrong, but reflection and a calm appraisal of the situation can give some clarity); and Tony Robbins's observation that "Success leaves clues - unless you can handle failure, you can never have success".

 

Managing your emotions

John Addison discussed how important it is to manage our emotional response to crises. "What is up to us", he said, is the following:

  • Our emotions
  • Our judgement
  • Our creativity
  • Our attitudes
  • Our perspectives
  • Our desires
  • Our decisions
  • Our determination

"What is not up to us", he continued, is everything else! Successful entrepreneurs learn to manage the things listed above. Part of emotional management is being able to motivate yourself and having a powerful vision - one of the mantras of the GoPRO event was 'focus on the vision; wherever focus goes, energy flows!' People who are unable to motivate themselves must be happy with mediocrity.

Donna Johnson, a successul entrepreneur of 27 years, stressed how important it is to "Learn from the accelerated wisdom of people around you". You need to develop the strength to ignore the doubters, distractions and dream stealers.

 

Having a strategy

Whether you are using social media or other methods of marketing your business, it is important to:

  • Define your marketing strategy
  • Create your identity - describe who you are and craft your story
  • Write a page on why people should buy from you rather than from anyone else
  • Communicate your vision - walk the walk as well as talking the talk!
  • Invest in personal development (e.g. keep reading to increase your knowledge, attend networking events to make new contacts)
  • Create a plan of action and stick to it - be disciplined!

John Addison, who wrote the book Real Leadership, shared some of his hints and tips during the GoPRO event. He talked about 'attacking the day' - not meandering through, but having a purpose! Another pertinent saying of his was "I will do today what others don't, so I will have tomorrow what others won't". Some sacrifice is necessary to achieve our goals.

Olive Strachan

I came away from this event with my action plan for a successful 2017. I hope you find the information I have shared useful; if you have tried any of the above and found it useful, please feel free to contact me and share your success!

Follow Olive Strachan (@OliveStrachan) on Twitter for more insight and inspiration.

An article by BBC business correspondent Jonty Bloom entitled 'Why the Productivity Gap?' states that "bad management alone accounts for a quarter of the difference between the productivity in the UK and that of our rivals"! One question we should ask ourselves is why are our managers falling behind, and have we invested in their development? Being a manager is an extremely challenging role, and without training, support and coaching, they can wreak havoc, resulting in high staff turnover, high sickness rates, conflict and stress.  Having worked as a manager for 30 years, here are my seven steps to being an effective people manager.

 

The definition of management is 'getting things done through people'. Our research shows that post-recession, due to the lack of investment in first line managers, the essential skills of building trust and developing a relationship with staff are the areas that managers find most challenging. As the old adage goes, people do not leave companies, they leave managers, so having managers who are competent when it comes to managing people is an essential tool for any organisation. So what are the essential steps?

 

1. Get the right mindset

 Run your department as a commercial business; understand your place in the organisation, where you fit in and your impact. Read the organisation's strategic plan, and establish how your department fits into this plan. Constantly review your job role and that of your team; often, after working at an organisation for a period of time, we can forget why we were employed in the first place. We tend to perform the parts of our job role we enjoy, not what we are being paid for.

 

2. Define and clarify a clear vision and values

 It is difficult to get employees to achieve goals and gain their commitment if they do not understand where the business is going and their place within it. Do you have a clear vision? What are the values that underpin this? Are you sharing it in a creative way? I recently met a HR Director at a networking event who shared with me his method of achieving this. He put together a festival involving the whole organisation; they had bunting everywhere around the office, for the auditory staff there was music (including karaoke) and for the kinaesthetic amongst them there were games and fun interactions. A key part of this event was getting all staff to take part in the festival, and each individual was given a list of values to choose from. The outcome was that they helped to shape company values. A clear winner was showing appreciation for each other and saying thank you!

 

3. Involve your team in the decision-making process

 We cannot always act on staff feedback, but we can listen and get their opinion. We have all experienced the situation where decisions are imposed on us without any rhyme or reason, leaving us feeling undervalued. The earlier example I gave about the staff involvement in setting the values means that they are more likely to get behind them and support them in the future e.g. for performance meetings et cetera. It also means that we all speak a common language: if I had a penny for each time I have delivered a training programme where the question 'what are your company values?' has been met with the reply 'to make money', I would be a very rich woman.

 

4. Understand what makes your staff tick!

 Whether you use Myers Briggs, the Thomas International DISC model or TetraMap, it is vital that you understand how your team work and how to get the best out of them. When I am coaching a manager who is having issues with getting the best from his/her team, I will often ask them to tell me about their team members: their good and bad points, their strengths and weaknesses, and how they motivate them. Often, they have a particular person they are close to but have not taken the time to have one to ones or delve a little deeper into their team's specific needs. A manager is like the conductor of an orchestra: how can you create harmony without knowledge? When this is brought up during training or coaching sessions, managers often say that they have no time to coach their staff or have one to one meetings. Ignore this at your peril; this lack of knowledge leads to underutilisation of staff, demotivation, and a lack of engagement.

 

5. Hold regular meetings

 Staff need an opportunity to share their thoughts and ideas and receive honest feedback. A meeting should not be the manager just imparting their opinions; if possible, rotate who chairs the meeting, allowing staff to set the agenda. This will give the manager a great insight into the employees' needs. The meeting need not be a long, drawn-out process; three key items on the agenda could be:

  • What have we achieved that we are proud of?
  • What do we need to be concerned about?
  • What do we need to focus on next?

 

6. Communicate and share information

 I do not advocate 'mushroom management' - keeping people in the dark to enhance the power of the manager. Staff are knowledgeable about what to expect from their managers, and they expect to be consulted, listened to, developed, and to receive appropriate praise and rewards. Once, when I was delivering a Customer Services programme, staff on the course had no idea regarding how they were perceived by their customers as the management had not shared with them that there had been an increase in customer complaints. So my training course was the first time they had seen figures and condensed feedback. When they arrived, they did not know why they were attending the training programme; when they left, they were fired up, determined to turn things around with a selection of solutions. Often, the solutions to organisational problems can be found if you communicate and share.

 

7. Sell it to them

It never ceases to amaze me when managers say: 'We have this new initiative, but all my team are against it. They just can’t see the benefit of implementing it!' I always ask: 'How did you sell it to them?' The manager usually replies: 'I just told them that it was happening and we had no choice as higher management said we had to do it.' Well surprise, surprise - negative delivery of the message gets a negative response! Managers often make things difficult for themselves by not preparing how to deliver bad news or change processes to their staff. In order to get everyone on-side, there has to be some time spent preparing what you are going to say and how you are going to say it, making sure it is motivational, with prepared answers for challenging questions.

 

If you have enjoyed these 7 key points for being an effective people manager and want to hear more, our next Effective People Manager course will be held on the 26th of May, at Peters House in Manchester.

http://www.olivestrachan.com/courses/the-effective-people-manager/88

Olive Strachan MSc, HRM, Chartered FCIPD,

CIPD Council Representative and HR Leader 

Managing Consultant, Global Executive Coach and Motivational Speaker

2015-16 Woman of Influence in the North West

Recently, I was proud to host another Olive Branch event alongside my good friend and colleague Anne Clews. We incorporated the TetraMap® into the session, which was held at the fab venue of TLT LLP in Spinningfields, Manchester.

Over 30 delegates attended the session to find out about the elements that make up the TetraMap® Tetrahedron. This is the minimum structural system in the Universe (Buckminster Fuller, 1895-1983), a four sided pyramid structure.

TetraMap® is a behavioural model that originated in New Zealand, and I am proud to say that both and I are trained facilitators. This powerful tool helps individuals to better understand themselves and how they can build stronger relationships with others. It is designed to develop an inspirational learning experience. The TetraMap® instrument measures our elemental preferences rather than our strengths and weaknesses.

The event heped delegates to focus on how to build resilience and effectiveness through developing their natural brands. Once everyone had their personal TetraMap® profile, they were given the opportunity to create a clear plan to enhance their natural learning abilities. TetraMap® is the globally-proven learning model that assists in discovering 'who you are naturally and what is your natural fit'. It is based on the elements of nature: Earth (like a mountain is firm), Fire (like the sun is bright), Water (like a lake is calm), and finally Air (like the wind is clear). It is an inspiring model that starts with building upon self-esteem and awareness, and gives a shared framework and approach for the way people think.

Ladies were evenly split into the various elements when it came to the presentations, and the sessions proved to be effective and fun for all. After the Olive Branch event, everyone left with the knowledge that will help them to:

  • Build better relationships
  • Create a vision
  • Be results-focused
  • Have a personal strategy for effectiveness

The feedback was fantastic and many of the ladies have already enrolled on our our TetraMap® Facilitators workshop, taking place 20-22 April in Manchester. If you'd like to find out which elements you are and how TetraMap® can accelerate positive change within your organisation, please contact olive@olivestrachan.com to enrol.

OSR logo

Your personal presence is the experience people remember and the memory of you that they take away. For example, the inner 'you' creates the outer 'you', and how you feel inside and your wellbeing makes a huge difference to how you portray yourself to others. Our outer behaviour is driven by inner factors such as self-belief, confidence, purpose, likeability, authenticity, and a determination to succeed. It also includes Mind Space and elements relating to this, which are Functionality, Sociability, and Mental and Spiritual Wellbeing. One of the factors that impact on your health and how we feel inwardly and outwardly is stress. When we encounter stress, we have less 'get up and go'.

Our energy levels leave us feeling low, and with less energy, this in turn can affect the digestive system and our choice of food. Therefore, nutrition plays a key part in your wellbeing and how you manifest yourself to others. There are also 4 key areas that are crucial for health; these are All Day Energy, Enhanced Memory, Improved Sleep, and Balanced Mood.

Reflective Coaching can also help to eliminate the symptoms of stress and aid your persistent negative thoughts. Gradually over time you will re-train the way you approach yourself and find your inner confidence. Through nutrition and coaching, your memory and energy levels will increase and you will improve your concentration and cognition. In turn, these actions will help you to develop the inner and outer 'brand you'. Feeding the Brain is a combination of mind, body, and brain, and how we use nutrients and coaching to aid your all-round wellbeing.

Olive Strachan will be joining nutritionist Jeannette Jackson at UK Fast Campus, Birley Fields, Manchester, M15 5QJ on Wednesday July 22nd from 2pm - 4pm. This FREE event is open to managers, HR, OD and occupational health staff, To book, please email info@inspirecorporate.tv.

 

Feed your brain MCR

OSR networking

In my previous career in the recruitment industry with Reed, Blue Arrow and Adecco, we were taught the importance of networking. This was in the days before LinkedIn, Twitter, or Facebook, so we had to do it the good old-fashioned way: go out and meet people! This involved running events, assisting clients (such as Astra Zeneca and Matalan) with 'Learning at Work Day' events, and speaking at as many events as possible. The important thing was to get your leaflets out and speak to as many people as you could, as well as collection loads of business cards (which all then needed to be followed up). This had to be undertaken within the first 3 days of meeting that person before they went off the boil. At this time, the word 'Business Development' was a dirty word!

Move forward 20 years, and professionals - including accountants and solicitors - now have business development as part of their remit.

As an SME, and having run my own consultancy for 17 years, you may well ask what networking has done for me, and whether or not I have any hints and tips to share. For me, there are 3 key things that I feel are important in relation to networking:

Communicate

Decide what you are going to communicate. You have to ask yourself "what is my brand?" and "who are my audience?" before you launch yourself into any on or offline networking. At present, there are so many events that you could spend every day attending a different one. How will this benefit you or your business in the short and the long term? I often meet people at events who do not have a clear strategy as to what to communicate regarding their product or service. So clarify who you want to communicate to, what you want to communicate, and how you are going to do it.

Connect

You are now ready to make some connections. So, how are you going to do this? An obvious method is social media. There is so much choice nowadays; I find that Facebook is useful for long-term contacts that have been clients and are now friends. Twitter has proven successful for sharing my message, and LinkedIn for maintaining visibility and creating and reinforcing my brand. But I have found that, after the initial connection via social media, the face-to-face meetings are where you cement that connection and decide if you can do business together.

Netowrking isn't just about gaining business; you also give business to others when you meet them. One of my suppliers, Greenlight Computers, has taken care of my IT needs for the past 7 years, and this started from a networking event organised by the 'Federation of Small Businesses' (FSB). We met, connected, and have worked together ever since.

A good networker uses different communication styles to make their networking effective. With social media, look at the words you use and the tone of your communication. With face-to-face networking, look at the impact you make when walking into the room and put forward a compelling case to attract your fellow networkers to make contact with you. Don't do what one complete stranger did to me at a networking event: interrupt the conversation, invade someone else's personal space, thrust a business card into their hand, pitch your business, then move on to better prey without listening to a word from the other person.

Form an Alliance

This is about meeting someone, finding common ground, and getting them to commit to an ongoing relationship. Initially, just meet for coffee and explore the relationship, or - if they have a need - you can offer support; it could be 'I know someone whom I feel you should meet', or 'I am going to an event, would you like to come?' It is crucial that, at all stage, you remember the golden rule: 'Do not take and not give back'. There is nothing worse than the network grabber who asks for your help and takes it, but when you call them, they are never available. Then, when they want something, they give you a ring! Always give back, share, and try to help if you can.

Olive Strachan and others

If you would like to hear more about my knowledge of networking (spanning over 20 years) and how to make the most of your network, our next course, Networking for Business Success, will be hold 14th May at our offices at Regus, Peter House, Oxford Street, Manchester.

Tel: 0161 209 3950 // Email: olive@olivestrachan.com

Premiere Hotels Group celebrating

Recently, it was my great pleasure to attend a gala dinner with some of the fabulous people I had helped to train and coach over the last few months for the Louvre Hotels Group, comprising Campanile and Premiere Class Hotels.

I had received an invitation giving me the opportunity to celebrate the success of the Sales Champions at the company's Sales Champion's Black Tie Gala Dinner. These were the very people I had helped to coach and train over the latter months as part of the OSR Employee Engagment in Action Programme. I was so proud to see them receive the recognition and rewards they deserved for their hard work and commitment to the organisation. The World Class Service chain clearly demonstrated their Do, Dare, Dream philosophy, which I felt we had achieved successfully together.

The exact agenda for the evening was shrouded in security, but it was lovely to see everyone arriving to a champagne reception dressed in their most glamorous outfits - it was reminiscent of the Oscars!

As the person who had been involved in working with the organisation to design and deliver the Sales Champions training, I felt humbled and priveliged to be invited to one of their highlights of the year. As a Learning and Development consultant, you do not often get the opportunity to celebrate success with your clients.

I arrived at Campanile in Bradford (www.campanile-bradford-co.uk) and immediately recognised many familiar faces; Mark Aldridge, Head of Operations Europe, was at the forefront of the welcoming team. As a senior leader, he has an excellent relationship with his staff, and this was evident throughout the evening. Along with Mark was another senior leader: Xavier Douchy, Vice President of Operations Europe, who had flown in especially for the occasion. Their demonstrations of support and showing an interest in their employees with their presence never cease to amaze. Mark knows each employee individually and the laughter and cheers as each person was greeted and acknowledged resonated throughout the hotel.

It was certainly a night to remember, and there was an air of suspense and expectation in the room as the winners were announced. Each person received a rapturous applause as they were called to receive their award. I can honestly say that it felt as if everyone was a winner at Campanile, but the outstanding winners of the evening were as follows:

  • Best Sales Conversion: Selina Knott, Campanile Swindon
  • Being Most Proactive: Tracey Mann, Campanile Basildon
  • Outside Comfort Zone: Kevin McCoy, Campanile Doncaster
  • Largest Increase in Revenue: Kate Cook, Campanile Dartford
  • Individual Site Ownership: William Furie, Campanile Glasgow
  • Engagement of Team: Rafal Gawart, Campanile Leicester
  • Improvement in Guest Service: Emma Taylor, Campanile Bradford
  • Exceeding Guest Expectation: Tomasz Fecinski-Gawl, Campanile Manchester

And finally...

  • Sales Champion of the Year: Alexandra Brown, Campanile Milton Keynes

The pride and delight on each person's face was clear to see as each winner was recognised not only amongst their peers but by their managers and the senior leaders within the organisation. This sight was clearly a pleasure to behold.

Olive Strachan at the Louvre Hotels dinner

Noreen Gregory and Juliet Hayes - the managers responsible for ensuring that the Sales Champion initiative was successful - had taken care of everything, from the delicious food and wine to the excellent service and the fabulous awards and prizes that were of the highest quality, ensuring that each person felt delighted to be part of the great occasion.

The Gala Dinner and Ball was the culmination of a project which began a year ago with a vision that Mark Aldridge had regarding staff engagement and ownership. Together with his team (comprising Noreen Gregory, Juliet Hayes and Emmanuelle Le Roux), it was truly a vision regarding how to better engage his staff.

Louvre Hotels Group values

From the outset, we agreed that the 4 traits that engaged employees were:

Enthusiasm, Empowerment, Inspiration and Confidence

The vision was for each employee within the organisation to feel committed to a common purpose and to playing their part in achieving business goals. A jigsaw piece would be incorporated into the project, linking to key actions that needed to take place for success. The jigsaw would be a large floor graphic with each piece representing a key action. The other side of the jigsaw would contain an explanation as to what each action would mean.

Each hotel would be given a large wall jigsaw, which was empty at first; then, as the hotel achieved the goal/objective, they would receive the relevant piece to insert into each space. The jigsaw would be displayed in a prominent position so that each member of staff had a visual reminder of their achievements. The ultimate goal was for each hotel to eventually gain all the pieces and have a full jigsaw on display.

Prior to launching the initiative, OSR was commissioned to design and deliver the Sales Champion's trainig and, at the end of the training, the pieces of the jigsaw were given to hotels that were already exceeding expectations.

Delivering a training programme can start the journey, but to guarantee transfer of learning to the workplace, it is essential that we have 'buy-in' from the managers so that the messages are reinforced. Bearing this mind, Noreen Gregory and Juliet Hayes were there during the delivery of the programme and immediately after to discuss action plans.

Measurements were put in place to monitor success. Each hotel was allocated a Sales Champion, who was tasked with sharing and cascading the learning within their hotel and presenting back to their team the concept of The Sales Champaion. To support them, they had regular coaching with their managers, meetings, one-to-ones and teleconferences with each hotel sharing in the success!

It was clear to me that The Drivers for Employee Engagement were deployed and utilised with exemplary practice. These drivers are:

  • Relationship with direct manager
  • Belief in senior leadership
  • Pride in working for the organisation

It was a night I will always remember with very fond memories!

Trophy

Tetramap

 

Tetramap® was created in New Zealand, and it offers structured training tools that improve communication and consolidate unity and effectiveness. It maps the complexity of nature into four basic elements: Earth, Air, Water and Fire. Then, using the power of metaphor, we apply the map to human behaviour. It helps us to choose a balanced, holistic perspective, whether to improve relationships, strengthen teamwork, clarify a corporate vision, or provide a framework for organisational development.

I have found TetraMap® to be an engaging model that lends itself to transforming team performance. In addition to my capacity as an HR/Learning & Development professional and coach, I have also been a certified TetraMap® Faciliatator for 11 years, and I have found that it works well when used in my reflective one-to-one coaching sessions.

OSR have delivered training in 20 countries, and we have worked internationally for 15 years. One of the criticisms that many delegates make is that some of the profiling tools do not lend themselves to diverse audiences. Whilst working with a coachee who could not understand why his manager was always seeking to build their brand externally and was always looking for recognition from wider stakeholders, we used one of the tools produced by TetraMap®: a booklet called 'Why are you like that?' Once we had completed the booklet together and discussed how the elements worked, it gave the delegate an insight into his manager's behaviour, thus reducing conflict in their relationship.

When utilising TetraMap®, I have often found that it works well with audiences from both the private and public sectors, promoting harmony and understanding amongst diverse groups. I have discovered that it works well with my 'Reflective and Contemporary Coaching', where we use the tool to promote self-awareness prior to our coaching session outside, allowing us to utilise the beauty of nature to broaden and deepen the coaching experience. This method allows the coachee to understand that the only limitation to achieving their goal is their own self-belief.

TetraMap® is a registered trademark of TetraMap International in New Zealand and other countries.

It is always good to know when you have done a good job. A simple thank you or well done usually suffices, but when you receive a written testimonial from a client, saying how they really appreciate your efforts, you feel wonderful and on top of the world.

I really enjoy what I do. I enjoy seeing people develop, and knowing that my training can improve their performance in the workplace. I enjoy instilling confidence and bringing people out of their shells, and to receive a written endorsement thanking me for my work and detailing how it has benefitted an individual is priceless.

I recently completed a training sessions for the Sales Champions for Campanile Hotels and the Louvre Hotel Group. I must say that all the delegates were fantastic, and each person had their own unique contribution to bring to the table. The training session proved to be very successful and everyone really enjoy the day - especially myself!

You can imagine my surprise when I received a beautiful bouquet of flowers at my office a couple of days after the session, along with a lovely thank you note. In addition, I also received the testimonial below to post onto the OSR website and to share on the OSR social media channels.

As I have mentioned, it is always good to get up in the morning and enjoy going to work, knowing that you are helping and supporting some individual or team to better themselves and improve their skills.

Over the 16 years OSR have been in business, we have trained 500 managers and delivered training in 20 countries. I have met some fabulous people and seen some fantastic sights, but when I receive a testimonial for doing what I love to do, it really is the best feeling and I wouldn't trade it for anything.

"Brilliant training as always! Having known and worked with Olive for 8 years now, each training session is success guaranteed. She is an exceptional character with a personality that brightens the room. Olive always makes the training very interesting and energetic, and she engages exceptionally well with all candidates. Olive is one of those very rare people, able to make her audience open up and get involved in the training. Next session is already scheduled with another team..."

Mark Aldridge, Louvre Hotels Group UK, Head of Operations - Northern Europe

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