Professional Facilitator - Matt Cartwright
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We are a leading Facilitation Company helping business, groups and organisations achieve better, simpler, faster, clearer and lasting outcomes.   

We improve the process, performance and produce more  value in your business, group meetings, customer experiences, and stakeholder engagement.

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Managing Mojo in the Workplace

3/2/2012

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Managing your mojo (work performance) 

Like going to the gym, some weeks you're feeling awesome, fit and toned and other weeks you’re sagging in the wrong places and it shows.  Don't you hate that?

What I've found  most common with managers and executives is they lose their mojo for vision, focus, energy, meaning and purpose. 

Their personal values are not aligned to their work values, and they lose touch with themselves, their teams and many of them their loved ones. Sad, but true….How many hours do you spend on work versus family, be honest now.

Managing work mojo is on a continuum, there are a lot of cause and effects, peaks and troughs and pressures. 

Managing work mojo is managing you, your emotions, your expectations, its emotional intelligence, and its social intelligence and for the brave ones it’s physical and spiritual.  I hope I didn’t lose you on that one.  Yes, I meditate I have for 20 years, I am still learning to do it better.  It does work. Massive research evidence on this topic, so why do so many people not follow it? Go figure.....???

Here’s a tip for you, If you think are losing your work mojo, here’s the secret, you didn’t lose it, it was dormant inside you.

Are you up for this week’s challenge?   Well your work life is about to improve, let’s go……
  • Go look for your mojo, it’s inside you, that’s a hint to get you started.
  • Get visual, recall times when you were at your best at work, and duplicate it. 
Answer these questions now….. 4 minutes don't think too hard

1.      What makes you tick at work?
2.      What do you do well?
3.      What have you stopped doing?
4.      What could you start doing?

Now, make a plan, start doing it in 24 hrs.  Goal, Action, Time, KPI, Rewards etc.

Tell someone you are making changes, like a friend, loved one or a colleague.  This confirms you are serious.

Commit to doing something different at work every day for the next 10 working days.

Then set another medium term goal/s for 2 to 4 weeks, 1-2 to achieve those changes, write it down, keep it in your work diary or bag, review it daily, then-

Set some medium- longer term goals 1-3-months. Same deal, write it down, review it weekly.

I say 3 months because most businesses operate in quarterly cycles.  Also, the world and business changes rapidly, be ready, be prepared.

Last 8 Tips 


Avoid alcohol, drugs, poor eating and whinging, it doesn’t work. We are adults, take responsibility, be accountable, own it and move on.

If this fails, start considering getting professional help from a coach at Professional Facilitators Australia
Journey well,

Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results 
© Copyright 2008 -12
   

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12 ways to cope when you feel overwhelmed at work

3/2/2012

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12 Ways to Cope When You Feel Overwhelmed at Work

In these days of downsizing, many people are carrying a heavier work-load than they used to and feeling overwhelmed by it. The more overwhelmed we feel, the less we are likely to deal with the problem effectively.

Often we get into a state of mind in which we are convinced that nothing will help. At that point, stop, take a deep, slow breath and commit to trying at least four of the potential solutions below even if you don't think they apply to your situation - not all of them will.

I have found that most issues fall into two categories - how you think about the situation, and how you deal with it.  There is not much in between, its stimulus and response, cause and effect, generally in psychology terms we refer to it as conditioning, but I’ll throw this into the mix, there is a choice.

Think Pareto, the 80:20 rule and apply it ruthlessly… 80% of problems are often caused by 20% of issues, sort out the 20%, break it down into small chunks of issues with like issues, solve them together.

Here are 12 choices... you have heaps more... but here is the free dozen for the week.

1. Avoid getting into a victim stance.

Once you start being a victim you adopt a role of helplessness in which you can do nothing to get yourself out. Remember, there is no–one to rescue you.  It is your situation, and you, more than anyone else, have responsibility for changing it. Tough but true

2. Stay in the moment.

Focus in the now, not future.  Do not get caught in the trap of thinking about all the other things that will need doing when you finish what you are doing at that moment.

3. Take time to list all the tasks on which you spend time and decide which ones are not essential.

Remember that every task serves an end result. In most work situations it is the result that must be achieved, not the process. The process can often be changed, think smarter and leaner, go to my lean blog..

4. Let go of control issues.

Okay, don't we just love to control...it serves one purpose to control fear.  How much of the pressure you are feeling really comes from outside, and how much is actually from you?

5. Delegate, Delegate, Delegate.

Decide if there is anything that can be delegated, and do it.  Do not just dump it on them, but discuss with those involved how work may be redistributed more fairly.

6. Create  your own  solutions to the work-time crisis and take them to your boss.

S/he will probably be delighted that you are producing, rather than asking for, ways to solve the problem.  Empower yourself, don't disempower.

7. Keep in mind that work loads are often cyclical.

Nothing is permanent. Face that fact now.  The fact that you are rushed off your feet this week does not mean the situation is permanent. What can you legitimately put aside to catch up on when things slow down a bit? 


8. Take your breaks.

Five minutes away from the work situation will do far more to clear your head and your attitude than the work you would achieve in that five minutes if you did not leave your desk.  Guess what they will survive without you.  Lunch-breaks exist so you can eat, so do that instead of working.

9. When you leave work, leave your work behind.

Do not let your work problems rent space in your head during the time when you are not supposed to be working.  If you work from home, shut the door, switch off the computer and get out of the house each day.

10. If you cannot find any way to change your situation, and continue to feel trapped, remind yourself that you chose this job.

Remind yourself why. Seek out help from the workplace counselling service or an unbiased friend.

11. Get your outside life sorted out.

This was some of the greatest advice I ever received so simple but powerful.   My outside life is so much more important…. what is the work fantasy of being a martyr all about?

12 Laugh it off, make work fun and don’t take it so seriously,

Let the small problems slip through and deal with the critical issues and important issues.  Everything else just has to wait. What is the worst thing that could happen?  Really…

Journey well,
Matt Cartwright

Inspiring People, Inspiring Business, Inspiring Results 
© Copyright 2008 -12
   

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Relapse to Remission, Reflections on Workplace Cancer

3/2/2012

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Relapse to Remission, Reflections on Workplace Cancer

Have you noticed the signs and symptoms in a workplace or team and/or experienced any of the following?
  1. Criticising
  2. Complaining
  3. Contending
  4. Competition
  5. Comparing

Well I have, and  these have resulted in team ineffectiveness, loss of productivity, low customer quality, staff turnover, organisational co-dependency and poor morale.

Imagine this for a moment.... an environment free of these behaviours and committed to more productive, positive and proactive behaviours that engage, energise and empower people.  A bit nirvana like really, isn't it, and yes it's possible.

How do you do this in reality?  Reality is now and not sometime in the future.  


The answer is, responsibility lies within you to be the catalyst for change.  If you want to prevent these cancerous behaviours, consider asking these questions about yourself. Or pass this on to your team.

As manager or leader:

 How am I contributing to the problem?
 How am I contributing to the solution?
 What am I doing that is working?
 What am I doing that isn’t working?
 What will I keep doing?
 What will I stop doing?
 What are the changes I need to make?
 When will I do that?
 How will I know that I have been successful?

Challenge 

Discuss with your team what actions you can take to prevent these behaviours.

Check Up

We can help you and your teams achieve healthier outcomes.  We offer services that bring about sustainable change.  Visit us for your team check up and protect your best assets.

Journey well, 
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results 
© Copyright 2008 -12

    
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Stakeholder Engagement, Winning and Maintaining Support for Projects

2/2/2012

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Stakeholder Engagement, Winning and Maintaining Support for Projects

Imagine being engaged for your advice, but then the penny drops.  You know the person is there to engage you  has their own agenda.  Its a dress up...

I’ve been involved in some fairly superficial engagements as a participant.  One comes to mind of recent. The firm was well known for their experience so I was looking forward to it.  But…..they did bring in what seemed to be a rookie with 2 rookie helpers. 

The young man running it did try hard, we were a tough and experienced audience.  The problem was the firm were using smoke and mirrors on a very intelligent and politically astute group.  This was shocker of a 3 hour meeting. 

So. in snapshot here’s what I think about stakeholder engagement in general.  It has great reference to change, organisational, project management and any sort of consultation with staff or the community.

In the past,(some organisations are still stuck there)…. organisations often adopted a passive approach to informing stakeholders of developments, relying upon traditional communication methods such as newsletters, printed publications and annual meetings.  This is a one-way communication strategy.  I hope that doesn’t occur where you work.

Guess what folks...the future is here, and it is increasingly important now if to be successful, organisations will need to actively involve stakeholders in the decision-making process particularly with regard to new project or business developments.

If you are going to survive the aim will be to encourage and ensure wider and more positive engagement.

As a Program or Project Manager the actions you take and the projects you run will affect more and more people. The more people you affect, the more likely it is that your actions will impact people who have power and influence over your projects. These people could be strong supporters of the project or they could block it. Just think of political campaigning or activists groups and how much damage they can do to the opposition.

My experience is that Stakeholder Engagement is an important process that is used to win support from others. It helps ensure that projects succeed where others fail.  I was a Statewide Stakeholder Engagement Manager in my government career. 

Here are my 10 tips for the week

1.      Ensure stakeholder engagements is a strategic corporate objective, if not ask, why not?
2.      Train people in how to engage stakeholders, it is not an innate skill, its rarely taught, people
         fear engaging, they might lose something… trust me.
3.      Engage in matters that matter, never make assumptions.
4.      Inform, consult, collaborate, involve, empower along the project.
5.      It’s seen as a soft skill, with proven methods and processes and research base behind it,  

         call me if you need help.
6.      Governance is critical, get it right.
7.      Communicate using all mediums including social media.
8.      Make friends with enemies, you need them. Don’t avoid them; what you avoid is what you 

         get.
9.      Communicate timely, transparently and truthfully.
10.    Assess, plan and evaluate your engagement strategies, one size does not fit all and people 

         talk.  It’s called WOM, word of mouth, it can bring you down, or hold you up, be careful.

I'll post more on stakeholder engagement best practice in the future. Until then.....

Journey well,
Matt Cartwright

Inspiring People, Inspiring Business, Inspiring Results 
© Copyright 2008 -12
  
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Inspiring Trust in Workplace Teams

2/2/2012

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Inspiring Trust in Workplace Teams

I'll be honest.... I've fired a few bosses and colleagues in my time and it felt good.  With that said, I'll tell you more. Trust me...

I fired these people from my work-life  because it was the right thing to do, they simply were not trustworthy, consistent and honest, they did not act with integrity, Trust is the cornerstone of work place culture and productive business.

The people I trusted, I still have a connections with long after working with them,  that tells you something doesn't it. Trust leads to growth.


“Trust  takes time to build but takes only seconds to loose”.  How true this.   

Building trust in a team will be one of your greatest challenges and your greatest achievements.  I  find that most organisations are constantly challenged by establishing, rebuilding, maintaining and in many cases dealing with the results of low trust.  


Many factors  contribute to this and with changing market forces, workforce demographics, employment opportunities, and lifestyle options it may impact on us more greatly in the future.

Trust impacts on us 24/7, 365 days a year and underpins and affects the quality of every relationship, every communication, every work project, every business venture and every effort we are engaged in.

Building trust in teams and business makes good economic and social sense not to say common sense. Without it you’re out of business.  If we are really honest about developing organisational or team trust, have a go at answering these questions candidly.

Here is your challenge:

  1. How would you describe a low trust organisation or team?
  2. How would you describe a high trust organisation or team?
  3. Which description best suits your organisation or team?
  4. What are the results of these behaviours?
  5. What behaviours need to stop?
  6. What behaviours need to continue?
  7. If change is needed, what is it, how will it be done , who will do it, when will it be done it and when will it be reviewed?

I trust you will work on it.

Trust is something that we can do something about and we can get better at it.


We can help you by providing solutions that are responsive through organisational facilitation, coaching and team development. 

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12


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    “We all want to see change in the world, but first we must change ourselves”

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