realising your potential

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Welcome

Purpose

l' To further develop your management andleadership skills

To ensure that you are best positioned totake real advantage of your partnershipswithin the Microsoft family

Microsoft Confidential VISION2RESUL TS

Itficto$otl' . .: . /i<fi:NiHA{AD'fi<.~"i'.

Vision2Results' Clients

""Global Brands - EgyptMicrosoft

Ireland, UK, France, Germany- Egypt, Cyprus, Kuwait, Bahrain, Qatar, Saudi Arabia, Dubai, Pakistan,

Lebanon, Turkey, Jordan

India, Singapore, Malaysia

IBMKimberly-ClarkBristol-Myers SquibbNovartisBechtelCanada LifeDeloitte & ToucheUtilities - Electricity Supply BoardEU Contracts

""""""""""Microsoft Confidential VISION2RESUL TS

IMicIOsott<;

"i<fc'T'iU?/£lWA\1ll .....

Training Philosophy I Style

" Relevant

" Simple

" Practical

" Transferable

11 and Fun!Microsoft Confidential VISION2RESUL TS

/!tfi~If,~J9fL.,~r.:~~()fYr..

There is no such thingas teaching,

Only learning!

~t~1jUh, "...

Martin Sawyer

1967-'71 Psychology, QUB Belfast1972-'81 Burroughs (Unisys)

- Sales / Sales management- Branch management- National marketing

1981-'85 L.M. Ericsson1985-'96 Sabre Business Systems (M.D.)1987-'96 MaST (Partner)1996 - Vision2Resuits (Founder)

VISION2RESUL TSMicrosoft Confidential

Our Decision MakingMiCIosoIt.! ... . .....~ : itKf."{itiiA!:.(J!XMt,. .

Do we base our decisions on

" 'Beliefs' or,

" 'Truths'?

Are these

" Conscious or Unconscious?

MicI'O$ofI".. ..-W£_;_NU(~(1!f;1fAt. .

Our Key Message

For success in career, in life, ...

" IQ counts for max 250/0

" EQi accounts for at least 75% !!

So, let's develop our EQi

Microsoft Confidentia I VISION2RESUL TS

Emotional IntelligenceMictosoft: .

.., .. . h9f;}{iXdL:V\M1.

Vision

Microsoft Confidential

Social Skills Empathy

U)--.-~en-co.-(.)0en

Personal Skills

Results

Motivation

Self Control

Self Awareness

VISION2RESUL TS

The Opportunity.. Mict'osofI'm ..

. fAt":!\fi?A(Ar::t~A~"

You cannotchange the wind

But, you canadjust the sails!

Microsoft Confidential VI810N2RE8UL T8

Organisation SkillsMiClO$t)ttL .. ...

.. .h1t<tHfKdrl!'~Ar( .

ICustomers

PUSH c==)Microsoft Confidential

Competences

Processes

Systems

Resources

ENABLERS

m !flID Setting 00i Vision @)~ ~~. ~.

~ Planning]

i Strategy~.

~ d(tJ ~

c==) PULL

VISION2RESUL TS

mMicIosotl';.:. ":

"..i0'gNfi?.1t?!-Pf\{~

Road Map

I" " Self Awareness (Today)- We have unlimitedpotential- We have choice(s) - Ifit's to be, it's up to me!'

" Self Control (Today and Day 2)- Personal Effectiveness

" Motivation (Day 2)- MyWorkI Lifebalance

" Empathy (Day 2)- Understanding others

" Communicating with Others (Day 2)- Social Skills

MicrosoIt, ..?I<ffi,i';'fi?!.rA.t~t},.,,1'.

Our Brain

Data-bank-Info-Beliefs-Emotions

Maintains-Our beliefs-Looks forevidence

Microsoft Confidential Vl510N2RE5UL 15

RAS - Filter System. .MictosoIt.1 .

.~ . PNaNU(:':{.6mAf(,.

Reticular Activating System

" Itcan be limiting

" It can be highly supportive

Cognitive Dissonance

Current RealityI

VISION2RESUL T8

~;,~,;)gXMY .

What are the 'have tos'in your life?

Itfi«osoft ...: WEL":lfr./;:Zi~\M:t

"Want to" v "Have to"

~ 'Have to' focuses on theevent

" 'Want to' focuses on thereward - your desiredoutcome

1tficrDsoft< ... .. .. ... WS}!ifiil";/f;j):1,;

Motivation

Restrictive

Get people to behave in acertain way until itbecomes natural

Coercive

Do this or ELSE!

I truly am in control/tficI'DSOIl~

q:":... . i¥gU~-::d?A{?HXNl.

" I want to

" I choose to

" I like to

" I love to

" It's my ideaand 1'mpassionate about it!

. . lIIIictvstJft:i . . .. ..:.. . f~f8!.<':id~N~A~..:. .

Positive Language

"Houston we have a problem""We will not lose anyone"

"This could be our worst disaster"

"This will be our finest hour"Apollo13

ATTITUDEMictosott',

WSiHf'f.i[jPf.5.H'..

. ... .. we have a choice every day regarding the attitudewe will embrace for that day. We cannot change ourpast. We cannot change the fact that people will actin a certain way. We cannot change the inevitable.The only thing we can do is play on the one stringwe have, and that is OUR attitude. I am convincedthat life is 10% what happens to me and 90% how Ireact to it. And so it is with you.

We are in charge of our ATTITUDES!"

Charles Swindall

Microsoft Confidential VISlaN2RESUL TS

...:~~tl(~A1L.:.:...

Circumstances

" People are always blaming theircircumstances for what they are.

I don't believe in circumstances.

The people who get on in this world arethe people who get up and look for thecircumstances they want and, if theydon't find them, make them."

George Bernard Shaw

. Itficrofioft~; .. ... ..

""""':':" ":"',"

.h'!Kf.H:f?:1(.Ar)0fJ:,.....

YOU CAN IF YOU THINK YOU CAN

If you THINK you are beaten, you are;

If you THINK you dare not, you don't.

If you like to win, but THINK you can't

It is almost certain you won't.

If you THINK you'll lose, you're lost.

For out in the world we find

Success begins with a fellow's WILL

It's all in the state of MIND.

Mictosoft. ..f6.'1i,fj{~AiZl;:tf1L .

If you THINK you're outclassed, you are.You've got to THINK high to rise.You've got to be sure of yourself beforeYou can ever win a prize.

Life's battles don't always goTo the stronger or faster man,But sooner or later the man who winsIs the man who THINKShe can!

m Mictosoft'.; ,.:".,.:.:...,.Ji'1{.fiftf./{At>V:~1t.

The only spacewe need to conquer

is the spacebetween our

own ears

RATIONAL THINKING. .NIictosoIl"m ..

.;... .f:'t)mh'fftK,~~:'V&~:.....

"I never came upon any

of my discoveriesthrough the process

of rational thinking."

Albert Einstein

. Mictosofti. ........~...,.:... H};/HtKgA~;'.Mi~...

My Work I Life Balance

Work I Life Balance1tficI'osoft. .

.. I'(K.N'1,,:K/ini,:-'<{~

.Mictosoft';

",., d~8;,Nt!L:t~-::VXlh

Vision

" What are you doing?

" What are you seeing?

" What are you hearing?

" What are you feeling?Be outrageous!

.~1~:v,&~'\),i......

Vision

'I am ,. . . . . .

AficIOsoft~:...:"". . ;08XNMV£Ar?i.b-if

'I want to stop smoking'

'I have stopped smoking and

I just love the way my clothes smell so fresh

I love the way I can run without coughingconstantly

I love......

Itfictosoft' ...

"":"t'c<;YiSifU<ApLyt

The end starts now!

No one can go back and make anew beginning but,

anyone can start from now andmake a happy ending

The Management Cycle."..~~~~rAn~Mt

ReviewMonitor against rPlan - take

corrective action

The Vision

Implement

dEstabl ishControls

SetObjectives

(Prioritise)

Plan andOrganise

SMART Objectives.

..:~~At~lli:~1L .

Specific

Measurable

AchievableRelevantTime Based

AgreedRealisticStretchingEvaluated

SMART ARSE

. MicIOsoIt'i ... .. ..b\(i:!t#~A\Arl;\'1V

"If you don't know whereyou're going, how willyou know when you getthere?"

LewisCarroll - The Cheshire Cat

.~~ki~lli?,{t,

If you haven't got a goal

You will be used by someonewho has one!

So, Check your Goal(s)

mMicrosott'.. . ,:;(\~::iNff/'i[));XN,v

Your Work Goals

Actions:

" Write down your ideas

" Talk to your boss

" Reach agreement

" Monitor and reviewprogress together

1tficIf1soIt, ..

.fN'{U7f,TKAi;.ArK\fi.~.

There's time for anything,but not for everything!!

MiCI0!~~~;~\40i?1)m

What's Stealing our Time?

Time StealersMictvsoIt-: ... . .. W~JS;B,.~k:::'~')4/k .. ..

Imposed on us

"Interruptions

"Waiting for answers

"Unclear job definition

" UnnecessarymeetingsToo much workPoor communicationShifting prioritiesEquipment failureDisorganised bossRed tapeConflicting priorities

"""""""

Self-inflictedFailure to delegate

Poor attitudePersonaldisorganisation

" Absentmindedness

"Failureto listen

" Indecision

" Socialising

" Fatigue" Lack of self-discipline

" Leavingtasksunfinished

" PapershufflingVISION2RESUL TS

1t/IicmsQft, .. ... {pri/YffJCAtJ/{i'!{. .

Typical Areas of Procrastination

" Unpleasant tasks

" People

" Difficult telephone calls

" Large projects

" Risky or unfamiliar work

" Public contacts

" Small tasksMicrosoft Confidential VI510N2RE5UL T5

... MicrosotI" .. . .£'fFi/#"!:.A(,1PU,tt.:

:'''..

Procrastination Action Points

" Accept that everyone procrastinates

"Concentrate on the areas where you findyourself procrastinating and log them down foraction - 'Do the Worst First'

" Commit to start times

" "Do it now"

" Single handling

" Important work before less important

" Keep socialising down to the level of a goodworking relationship

Microsoft Confidential VISION2RESUL IS

1tficIosoJt,."

f1'Ki:t:{R"U'~,4\;Q:ft

Horace

"Hewho has begun his task

has half done it."

. Microsofl' ..,

'..?f.}(;~Y£w.'>l:At)~A-((

The MM Technique!

MicIf1soft'. ., .

:". ffW?:?:RA:;,:g;:4YY

Note Taking

Have you ever:

l' Missed important points whilst takingnotes?

l' Had 'writer's block'?l' Not remembered important things you

were told only yesterday?

l' Found it difficult to revise from books?l' Had to re-read a book / document again?

The Brain's Potential. NIictosoIt-i

E"Jft!,HfRN:NK\R .

"No human yet exists whocan use all the potential ofthe brain.

This is why we don't acceptany estimates of the limitsof the human brain.

It is unlimitedl"Professor Petr Kouzmich Anokhin

Moscow University - 1973

Mictosoft'.i:. ...P,,8fNV-..~fA_.i)H/t.,

Mind Mapping

Taking notesMeetings

Presentations

RecordingIdeasWriting

Revision

.-~;A(AmA-~i-..

Using Colour and Drawings

Urgent v ImportantNIictosoIt'

. ,xL»:_<",,,.,..,_,,_f~i[tiiKg~,:-U,

CDCo)CIU

1::0c..5

High Low~ =

urgency

VlSION2RESUL TS

Urgent v Important

Crisis

CDUCca1::00...5

Development

Distractions Maintenance

High-=---=

urgency

~0 1JtrI"f

( \COvN'.o (-

'DDII\ '{

D~~ ([~~.

VISION2RESUL TS

Crisis Development

Di;tractions Maintenance

low 20%High Low

Nlictosatt.!" ""

f~~i!Nt!t1G~.t4:{>ft"....

Urgent v Important

cuucCIS1::0c..E

-=--:80% urgency 20%

NIicrosoIt/. ... iY:r1U<!1g~fiGf\1{

Our Diary24th Nov 25th Nov

Prep for Proj. MeetI

SoftwareI

Meeting Sales Rep.I

Demonstration

Assist in JobBrainstorm Session Interview.

Chair Projectmeeting for Boss

Your Work

- r- Your Work -Microsof TS

. .ftfictDsQft~ ..N:KX~iigI,Ij)M0.i

If you haven't got a goal. .

you will be used by someonewho has one!

So, Check your Goal(s)And Manage your time

NIicto$oIt'... r'N{!.fhHArAtXMI'..

'Prime Time'

'" Simple and highly flexible

'" "It's a right"

'" Helps control interruptions

'" Not restricted to just one activity

'" _Acts as a control against poor diary control

'" Helps to set priorities

'" Ensures that time is set in advance, for mostimportant work

'Prime Time' ~lL0WY .

- How will you Make it Work?

11 What might stop you?

11 Who might stop you?

'Prime Time'~\;;4lXM1.

- How will you Make it Work?

" What can you do?

" Who will I tell?

" Who can help?

" Where can I do it?

" When will I start?

NOTICE.. MicIOsoft~i . ..

: . . "£M!."fii-~~;&\'!L.

Lack of planning on your partdoes not constitute anemergency on my part!

Itfictosqtt'.. P6KHHtf<:CAPftAt

NB: Tit for two tats!

" I play?

" My colleagues play?

" The company play?

" Customers play?

" Suppliers play?

IBlues

" I play?

" My colleagues play?

" The company play?

" Customers play?

" Suppliers play?

Microsoft Confidential VISION2RESUL IS

..1tfictosoIt:. ..PffUiWlJ:.1[;{¥X .

Building Trust

" So difficult to win

" So easy to lose

~\(?iDif,1Y

What will I now do differently?

To walk the talk- In a specific area - what area?- What do you propose to do?

To promote trust and reduce confrontation?- Is there someone you want to trust?- Is there someone you want to trust you?- What do you propose to do to start?

.. MictosofI' ... ...:...i08TNfjij'A:.N>KMi ;,. ...

Effective Communication

'I know you believe you

understand what you think I

said - but I'm not so sure you

realise that what you heard is

not what I meantl'

1tficto$t:Jtt:, H:%:U1ii>tAC~mA1r;.......

The Communication Code

fCi.AL~fi.u 0", p~~ Wo~S ~t ~2

~ Tone iD1 gt t

~ Body Language ~~

1 000/0

NIictosDIf', .. ... . i'tMl-;H:3.,hG'!ptJ':{r'

Questioning

" Closed

" Open

~f!~KA%\f'.;.: .

Open Questions

" What?

" Where?

" When?

" Why?

" Who?

" How?

. Mictost:1tt<;.. .. .... W:0'!.?i.t:H.A~D~'Af>

You are not listening when:

" You say you understand before I have finishedtalking.

"You present an answer to my problem before I finishspeaking.

" You finish my sentences for me.

" You find me boring and tell me, especially by bodylanguage.

" You are dying to tell me something.

" You tell me about your experience, making mineseem unimportant.

" You communicate to someone else in the room.

" You refuse my thanks by saying you haven't reallydone anything.

" You choose to take phone calls during our discussion

ltfiC1OSt;llt<. .. . ;-;~f::i.:,,*k&;,,lJrg;Mi <..

You are listening to me when:

~ You really try to understand,even when I'm notmaking much sense.

~ You grasp my point of view, even when it is againstyour sincere convictions.

~ You allow me to make my own judgement, evenwhen you think I may be wrong

~ You hold back your desire to give me good advice.~ You give me enough room to allow me to work out

for myself what is going on.~ You accept my thanks by telling me how good it

makes you feel to be helping.~ You choose to switch off your mobiles during our

discussion

,I ValuesI Priorities ,I ,

I ,I ,I ,

I ,! \

I,,,,,,,,,,,,

MictosofI~ ...J1iff}il;/?/;:~?j9{¥r. ..

ActionsDo/Say

Microsoft Confidentia I VISION2RESUL TS

. Itficro$oft:...2f!1i!jt$1.:;'?'()fMi,."...

Empathy

E = U x SU

U = Understanding

SU = Show Understanding

Itfictosotl~.B'jri.Ui*ALtJJRA~~l

Summary

" 'If it's to be, it's up to me'

" I have choice(s) in my life

" I can use my RAS to support me

" I want my work/life to be in balance

" I have a great process- The Management Cycle. Vision,objectives,prioritise,plan , , implement,...

" I may need to involve others- e.g. my Boss

Getting the Support I Need

" My Boss

" My Colleagues

" My Team

" My Partner

" .......

Microsoft Confidenti. I VISION2RESUL TS

.~'m.......... F~ti.&~HAL1itkM,~

Influencing Steps - The 5Ps

" Present Situation

" Problem( s)

" Possible Alternative Solutions

" Proof (Benefits)

" Proposal

~~ft/irg:Mj

" Situation

" Problem

" Implication" Need

My Boss

" How helpful is he/she?

" What's going well?

" What could be better?

" How many report to my boss?

" Are they all the same?

" Do they all like to learn in the sameway?

" Everytime?

Microsoft Confidential VISION2RESUL 15

MictosoIl\"."'"

... ... N:~fU.Nf1!tADfM:f

Set and AgreeYour Work Goals

Actions:

" Write down your ideas

" Talk to your boss

" Reach agreement

" Monitor and reviewprogress together

Performance Management

Job Role

SpecificResponsibilities

Objectives

DevelopmentNeeds

Planning

MotivationPraise

CoachingCounselling

gular feedback

+++++'Day to Day

Management'(Intervention Skills)

~,t~AI)j\h.. .

Review

Feedback

DevelopmentAchievements

No Surprises

Reviewing

VISION2RESUL 15

. ~t-!~64Ni

When trying to learn I develop

Has a manager ever

" Allowed you little chance to give input?

" Expected too much input?

" Not given you enough guidelines?

" Suffocated you with detail?

How did this make you feel?

Development Levels~~1rlm~Mtt

LoD4 D3 D2 Dl

Developed III Developing

Commitment

* MotivationConfidence

SkillCompetence

VISION2RESULTS

Situational LeadershipHi

La~ Hi

MictosofI . .. fNUfi.Nt.}::.f!~Wlt '..

VISION2RESUL TS

VISION RESULTSD PING BUSINESS EXCELLENCE

.~i:.~;/i,,¥gc..

It's a wrap!

Let's examine

" What we set out to do?

" What we did?

" How it has worked?

~:'~rA~';f~{f:".

r . Project ReviewPersonal Company Team

DailRegularly an~ Frequently ~ I /)9by

Review CI V. .

Monitor against

ISlon"Plan- take Meeting Letter

corrective action Continual SetCommunication Ob . t .

It's the pictures Jec Ivesin their heads SMART ARSE

Implement that are important! (Prioritise)Start as early as possible Actions speak loude

than words!Plan andOrganise

EstablishControls

I haven't got tirre to see him now. Can't you see I've got a battle to fight?

>;-, "';.:.<:_:

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MicrDSoft,.".

&rftb'iJt.!iAPfMI"

~ - Continually Develop Your EQ-

r" Self Awareness

" Self Control

" Self Motivation

" Empathy

" Communicatingwith otherIt's what will contribute >75%

to your career and life success

Microsoft Confidential VISION2RESULTS

Mictr1soft'i. ?M!.h:tB./iZ,;X\1Y...

Our Vision Achieved

l' Your Company Visions are Clear andCommunicated

l' Everyone is clear as to- Their responsibilities- The required levels of performance

l' You are prioritising effectivelyl' You are allocating significant time to

leading, motivating and coachingYou are realising the potential of not just

yourself but also all of your peopleMicrosoft Confidential VISION2RESUL TS

. MicIOsoft' .... Njn.NW-~LAmfYt

The Seven Habits of Highly Effective People

1. Be proactiveTake responsibility for your life - attitudes andactions

2. Begin with the end in mindUnderstand your true destination with a clear set ofgoals' .

3. Put first things first80% of results come from 20% of key activitiesSay "No" to non-key

Stephen Covey

VISION2RESUL TS

MictosoItj.: " ""W~f:initw._A~APf;AFl....

The Seven Habits of Highly Effective People

4. Think Win-WinTry to achieve win-win in all your situations

5. Seek first to understand, then to beunderstood

Communicatewith empathy- be a good listener-open and honest

6. SynergiseLook out for the best ideas of other people

7. Sharpen the SawAlways think ahead to make tasks easier

~'i...

..BNUNrJf.I<i:Af,Q<ji

Circumstances

"People are always blaming theircircumstances for what they are.

I don't believe in circumstances.

The people who get on in this world are thepeople who get up and look for thecircumstances they want and, if they don'tfind them, make them."

George Bernard Shaw

If it's to be, it's up to me!!!!"Microsoft Confidential VISION2RESUL TS

.----....'.':ftR\d~& ~-

..: ,...""",., ?,-Wi.t#K/KAD&\1t,...

All good performance

starts fromHaving

CLEAR GOALSMicrosoft Confidential VISION2RESUL TS

.. Microsoft'!",. . . t;t!:ii:UUU;;;ZVXM~-

Newton's Third Law

'An object at rest tends to stayat rest until acted upon byexternal forces'

If it's to move, it's up to me!!

MiClosoft::,

.?/!ff!,NHf.f/NXi':,ff .

The Great News!

We all have a choice

So, choose wisely

1tfic:to$Qtt/.. £Afrf':if:-1£ljPfMf

Review Day 1

AficIO$otl\. . hVt.Ni.YA.fA,t;<V:t- .

Review Day 2

realising your potential

microsoft family

myworki lifebalanceempathy

ir iir

acertain way

toi love toits

road mapi self awareness

qub belfast1972

iq counts

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