Emma Birchall is Head of Research - Future of Work at the Hot Spots Movement.
Here she has the opportunity to convert leading research into practical insights for clients who are looking to find new ways of using technology to drive human capital performance.
She will be a keynote speaker at the IMI National Management Conference on 8 October 2015.
IMI: Based on your current work – if you only had 6 words of advice to give a business - what would they be?
EB: Bring back the trust. They’re human.
IMI: What does this mean?
EB: From collaboration to performance to employee engagement, everything we know about work is changing – but our businesses are seemingly slow to respond. People are more attuned to sharing posts, writing blogs, and providing instant feedback through ‘likes’ and ‘favourites’ than they are to completing surveys, so why does our approach to employee engagement still centre on a set of fixed statements and a rating scale? In their personal lives people collaborate naturally with those around them and have an amazing propensity to share even when there is no immediate benefit to them, hence the success of crowdsourcing sites like Wikipedia. So, why do we spend so much time and energy in organisations on encouraging people to practice these seemingly natural behaviours at work? The challenge for businesses is to disrupt every process and practice in the organisation by asking: Why does it exist? What are we trying to achieve? If we were to start the organisation from scratch, would we choose to create this? And perhaps most tellingly of all, would this practice exist if we trusted our employees?
IMI: Where should we look for further information?
EB: For further information, take a look at the Future of Work website or follow us on Twitter @HspotM: http://www.hotspotsmovement.com/research-institute.html
Source: www.abcgreatpix.com
Emma Birchall is a keynote speaker at the IMI National Management Conference taking place on Thursday 8 October. This event has now reached maximum capacity however if you would like to be added to the waiting list, please email your contact details and company name to conference@imi.ie.
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One of the most common struggles people have in life is speaking in public.
Source: www.webdesignerdepot.com
You may have always managed to avoid these scenarios like the plague. You may also be in a place where enough is enough and you just want to be equipped to be comfortable and confident to present without the all the drama attached.
From a personal perspective, it can be sometimes easy to wiggle out of these stressful scenarios. Sooner or later from a professional context, avoiding a presentation at work or leaving it until the last minute can start to impact your career or work life.
Where to start – start with yourself and your thoughts
Most people have the same fears, looking silly, what will people think, being forgetful, babbling or not getting to the point. It is really important to overcome these fears and understand where these unhelpful beliefs come from. Once you challenge these beliefs you can make huge strides which will impact both your personal and professional life.
Understanding stress
Most people become stressed when it comes to public speaking. Surveys often quote that the number one fear amongst the population is public speaking. To put this in context fear of death is number two on the list. It is useful to remember the purpose of stress. Stress is a function of the human body designed to protect you, once you reframe how you see stress it will make public speaking such a different experience. To help with this reframe remember: FEAR stands for False Evidence Appearing Real. The more relaxed you are the easier it is to communicate, so find ways to relax before presenting.
Confidence
Helpful beliefs about your self is a great start to increasing your confidence. Always play to your strengths. What people tend to do is compare themselves to others and then they never match up. Comparing yourself to others can be limiting and damaging. Everyone has their own personality and style. Play to your strengths be your authentic self. Sometimes you just got to imagine that confident state and fake it until you make it can be a good strategy until it comes second nature to you.
Structure
Always start with the audience in mind. What is the purpose of your presentation? What would interest them? It is really important to capture the audience’s attention and maintain their attention. Here preparation is key. Have structure, a beginning, middle and end. Ensure you know what key messages you would like them to remember and find ways to make those messages memorable. Remember: what would you like the audience to think, feel or take action on.
Engage the audience
Many people would love to have the confidence to engage the audience but just don`t know how. This is about understanding your audience and meeting their needs. Build rapport, be brave and curious when it comes to audience interaction. Being able to read people`s body language and influence people will increase your ability to engage the audience. Remember, always put yourself in the audience’s shoes.
Practice makes perfect
If you ever learned to drive a car, you will know you didn't just drive automatically to your destination without guidance. Treating presentations the same will help you improve. Seek feedback from others on how you could improve and look specifically at what others do. Remember, look back, reflect on what you did well and find ways to improve. Focus on presentations as a learning experience to becoming an expert to presenting with impact confidently.
William Corless is an ICF accredited ACC Coach.
He brings over fifteen years’ experience in general management, supply chain, team development and strategy.
William is an IMI associate faculty and teaches on Presenting With Impact._____________________________________
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[post_title] => "China is the next innovation powerhouse" Six Word Wisdom from George S. Yip
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[post_content] => Previously a lecturer in Psychology at Pembroke College, Oxford, he has been Professor of Psychology at University College London since 1992. He has lectured widely abroad and held scholarships and visiting professorships at, amongst others, the University of New South Wales, the University of the West Indies, the University of Hong Kong and the University of KwaZulu-Natal. He has also been a Visiting Professor of Management at Henley Management College. He has recently been made Adjunct Professor of Management at the Norwegian School of Management. Since 2007 he has been nominated by HR magazine as one of the 20 Most Influential People in HR.
IMI: Based on your current work – if you only had 6 words of advice to give a business – what would they be?
AF: Every Disruption involves threat and opportunity.
IMI: What does that mean?
AF: We live in turbulent times: times of both threat and opportunity that really test managers. So what are the fundamental principles of good management to ensure staff are happy, motivated and productive? Can you teach experts to become good people managers and if so, how? What is the role of money in motivation? And how can we engage rather than disenchant our staff? We know from futurologists that the world of work is changing fast, even though many predictions have not come true. But where we work, for whom we work and with whom we work are all in flux. How do you manage the older worker? What are young people really like in the work-place? What is the work-place and organisation of the (near) future going to look like? Finally, I address the (continual) management of change. Which strategies work best and why? No one ever said managing people was easy: but we can learn to do it better and ensure our organisation thrives and survives in an uncertain world.
Adrian Furnham is a keynote speaker at the IMI National Management Conference taking place on Thursday 29th of September. To register please click here.
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[post_content] => With the surge of new computing capabilities afforded to us through cloud computing and data analytics there has been a significant increase in the ability to source, integrate, manage, and deliver data within organisations.
The emergence of a new breed of technologies means that traditional restrictions on data processing have been overcome and the resulting boost to information capacity means that all organisations can become more agile, flexible, lean and efficient
The term Intelligent Enterprise is being used to describe those that seizing the opportunities presented.
This has led to a demand for people that can make this “Intelligent Enterprise” a reality.
The bottom line is that without the right skills and capabilities, new technological innovations will not only be of no benefit to firms but may actually become a disadvantage to those that are unprepared to implement them.
Indeed, staffing and skills have been singled out by firms as the top barrier to Agile Data Analytics, with 61% of respondents citing them as a challenge in our recent report for the Cutter Consortium.
So what can organisations do to become Intelligent Enterprises and get the most from big data? We believe they need to develop three main skill bases:
1. Technology support
2. A deep analytical capability
3. A savvy understanding of what big data can deliver
Organisations will increasingly be employing not only Data Miners, Data Scientists, Data Architects, Database Administrators Business Developers and Business Analysts but those individuals that combine skills from those roles such as Project Managers, Data Visulalisers and Programmers Developers.
[caption id="" style="float:center" width="300"] The Intelligent Enterprise - mapping skills and roles[/caption]
At the centre of the skills bases are the Chief Information Officers (CIO) and Chief Data Offers (CDO) that will drive the transformation.
With a skill set that covers all three categories, individuals are ideally placed to successfully lead their organisation into an era of extracting tangible value which is currently hidden in organisational data. It is from this perspective that we have designed the IMI Diploma in Data Business, which provides knowledge and insight into each to three areas.
To find out more about how you can develop these skills come to our Information Evening for our Diploma in Data Business and Diploma Cloud Strategy in the Marker Hotel, Dublin 2, at 6pm on Tuesday 10th September register here.
Tadhg Nagle is joint Programme Director of the UCC IMI Diploma in Data Business and a lecturer and researcher in Information Systems at University College Cork. With a background in financial services his expertise is in strategic innovation and emerging and disruptive technologies.
[post_title] => 3 critical skills to develop if you want to work for the Intelligent Enterprise
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In our 21st Century Age of Science and Technology, the volume of information available to us is enough to make our heads spin. Finding market information that is reliable and credible is a challenge that often defeats us, and for many organisations, the cost of commissioning primary research can be prohibitive. Market Research is the only sector where the ‘Secondary’ should be undertaken before the ‘Primary’. This saves time and money by finding crucial market information, from reputable third-party sources, to inform our decision-making process. On the face of it, this shouldn’t be too difficult.
Market Research is a process; it’s what we do. The frequency with which we do it is determined by our business needs, the speed of change in our industry and the impact of external forces on our sector.
Market Intelligence is how we use our research to inform our decisions, on an ongoing basis, as part of our strategic planning process.
Working with my IMI colleague, Cariona Neary, we have discovered that linking market research to established market analysis models makes it easier for organisations to get real value from their research. Meaningful market intelligence is found when the data is used to identify opportunities, as opposed to data being found to support a strategic decision that has already been made.
Discovering how and where to start, differentiating between reliable and spurious data, understanding how to use your data and building a framework that allows you to track mission-critical information on a regular basis is the key to real market intelligence. Here are 5 quick-start tips from my toolkit:
Start with the Economy
Check unemployment and consumer confidence levels – these trends indicate the economic health status of your target market, and this information is feely available from EU statistical websites and national government sites.
Reliable Business Data & Reports
The IMI Library should be your first port of call as they have access to several useful online sources. Enterprise Ireland’s Market Research Centre is an essential resource – if you are an EI client. Other business libraries that I frequently use, where clients are not EI clients, are the various business libraries in London that are free to use. Old-fashioned library work is cheaper than purchasing third-party reports that quickly become out-of-date.
Online Sources
Reputable online sources include trade bodies, websites, blogs and magazines. I keep an eye on industry conferences where keynote speakers can often provide an insight that was previously unknown.
Comparing Like with Like
This is where basic maths comes into the equation! Inevitably, you will need to do some basic calculations to marry the information and data from the different sources that you have found. Online maths calculators and Excel spreadsheets are hard to beat, though there are many software applications with varying benefits available online.
Ongoing Tracking & Evaluation
Once you have identified the key market indicators that you need to track, the different intervals for updates and the KPI’s for measuring progress and success, you can create your market intelligence dashboard. Using a single-page dashboard means that key market factors can be reviewed efficiently as part of your monthly/quarterly management meetings.
Developing in-house market research capability to deliver meaningful market intelligence is a sure-fire route to competitive advantage, and, at the end of the day that should be the whole point of the exercise.
Gráinne Kennedy is an IMI associate is an award-winning market research expert, with a background in international advertising who delivers data-driven communications solutions and advertising campaigns to client companies building international brands and businesses. Gráinne is a guest lecturer at the IMI.
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[post_content] => Due to a number of factors such as technology and globalisation our day to day lives - whether business or personal increasingly involve broader international networks. And while in the IMI blog we often consider our "effectiveness" in how we interact with and manage others but all too often we do not discuss the critical factors of nationality and culture.How do cultural differences impact on your ability to do business?And how can we make sure we are maximising our relationships with those in our network who may be operating with cultural differences to our own. Erin Meyer is a professor at INSEAD, one of the world's leading international business schools. Her work has appeared in Harvard Business Review, Singapore Business Times and Forbes.com. In 2013 the Thinkers 50 named her as one of 30 up-and-coming thinkers and in October 2013 British Airways Business Life magazine on their list of 'Ten Dons to Watch'. Her work focuses on how the world's most successful global leaders navigate the complexities of cultural differences in an international environment.
IMI: Based on your current work - if you only had 6 words of advice to give a business - what would they be?
EM: Succeed Globally with a Culture Map
IMI: What does this mean?
EM: Today, whether we work with colleagues in Dusseldorf or Dubai, Brasilia or Beijing, New York or New Delhi, we are all part of a global network (real or virtual, physical or electronic) where success requires navigating through wildly different cultural realities. Unless we know how to decode other cultures and avoid easy-to-fall-into cultural traps, we are easy prey to misunderstanding, needless conflict, and ultimate failure.
Yet most managers have little understanding of how local culture impacts global interaction. Even those who are culturally informed, travel extensively, and have lived abroad often have few strategies for dealing with the cross-cultural complexity that affects their team's day-to-day effectiveness.
To help people improve their ability to decode the cultural differences impacting their work and to enhance their effectiveness in dealing with these differences, I have built on the work of many in my field to develop a tool called the Culture Map. It is made up of eight scales representing the management behaviours where cultural gaps are most common.
The eight scales are based on decades of academic research into culture from multiple perspectives. To this foundation I have added my own work, which has been validated by extensive interviews with thousands of executives who have confirmed or corrected my findings. The scales are:
Communicating: explicit vs. implicit
Evaluating: direct criticism vs. indirect criticism
Leading: egalitarian vs. hierarchical
Deciding: consensual vs. top down
Trusting: task vs. relationship
Disagreeing: confrontational vs. avoidance
Scheduling: linear-time vs. flexible-time
Persuading: applications-first vs. principles-first
By analyzing the relative positioning of one nationality to another on each scale, managers learn to decode how culture influences day-to-day international collaboration and therefor avoid the common pitfalls.
Managers have always needed to understand human nature and personality differences – that’s nothing new. What is new is that twenty-first century managers must understand a wider, richer array of work styles than ever before. They have to be able to determine which aspects of their interactions are simply a result of personality and which are a result of differences in cultural perspective.
IMI: Where should we look for further information?
EM: Read The Culture Map: Breaking Through the Invisible Boundaries of Global Business. Or my HBR article: Navigating the Cultural Minefieldwww.erinmeyer.com.
Erin Meyer will be holding a Masterclass at IMI on September 30th. If you are interested in attending click here to register.
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Stephen McDonnell
28th Feb 2019
Stephen McDonnell is an Intercounty Munster championship winning captain and an organisational top team leadership, performance & team coach.
Related Articles
"Bring back the trust. They’re human" Six Word Wisdom from Emma Birchall
“I have just been asked to do a presentation”... Relax and take your finger off the panic button
"China is the next innovation powerhouse" Six Word Wisdom from George S. Yip
"Every Disruption involves threat and opportunity" Six Word Wisdom from Adrian Furnham
3 critical skills to develop if you want to work for the Intelligent Enterprise
5 Tips For Turning ‘Market Research’ into ‘Market Intelligence’
"Decode cultural differences to suceed globally" Six Word Wisdom from Erin Meyer
Effective Leadership for Winning Teams
How does a manager effectively lead leads?
A recent study conducted by Wohoo Inc of over 700 global employees presents that poor management and mediocre leadership is the No.1 cause of unhappiness at work. When leaders lead poorly or incorrectly, it breeds a toxic culture. It sends employees racing to update resumes. People don’t leave jobs – they leave managers, as they say.
Similarly, if leaders lead effectively, it creates high performing cultures that lead to enjoyment and achievement at all levels. So, what does Effective Leadership look like?
Leadership begins with you. The truth is that you make a difference. The question is not, “Will I make a difference?” Rather it is, “What difference will I make?”
Leading Yourself
Before you can lead others, you have to lead yourself and believe that you can have a positive impact on others. If you are trying to lead a high performing team culture, you must first look at your own culture and develop self-mastery. That is, what are your behaviours, norms and attitudes that you habitually live by? Are these high performing?
I have developed a tried and tested approach to help executives to successfully lead themselves and gain self-mastery – the 4P Method to Self-Mastery.
Principles – Living as per your values and character
Passions – Doing the activities and work you enjoy
Priorities – Honoring your real Priorities in life
Purpose – Leading from purpose, understanding what you stand for and where you are heading .
A lack of self-mastery, meaning and purpose is a major cause of despondency and despair within organisations and in the world. Developing this level of self-awareness and bringing that to fruition, regaining the captaincy of your ship and putting plans in place to stay on your course is the foundational stage of Effective Leadership.
Leading Others
Effective leaders create leaders within their team and construct self-sustaining, strong teams that can easily thrive without them. There are many models out there on effective leadership of others. I want to focus on three core questions in this instance. These questions represent what every teammate and follower is asking of their leader consistently.
Competence – Are you good at what you do?
Trust – Can I trust you?
Compassion – Do you care about me?
.
Imagine the performance and achievement of a team that answers yes to all of the above questions when asked about their leader or manager. This admired leader is identified as:
Never boastful.
Act with quiet, calm determination; rely on inspired standards and live them, not inspiring charisma/speeches.
Channel ambition into the company, not the self; set up successors for even greater success.
Look out the window, not in the mirror, to apportion credit (or take responsibility when things go wrong and give credit to others when things go right).
Always willing to learn and develop themselves as people.
Establishes an environment of accountability, collaboration and enjoyment.
Provides opportunities for people to grow, both personally and professionally.
.
These leaders can lead organisations and teams to significant levels of excellence. Businesses today are far more complicated and unwieldy than before, operating in this complex and uncertain world. Organisations benefit greatly with teams of complementary and compatible people who can collectively solve far more complex leadership challenges.
As a senior executive team coach, I can attest to the extraordinary business results of senior leadership teams that operate with high performance and the sustained positive impact that ripples throughout the whole company as a result of this.
From my experience, I believe there are 7 keys for winning teams.
An effective leader that embodies competence, trustworthiness and compassion.
A clear common strategy and purpose that is created, developed and owned by the whole team. Ingrained in everything you do.
An agreed common culture of high performance.
An environment of trust, compassion and accountability to each other, the collective goals, the purpose of the team and the high performing behaviours.
Complimentary skills and with that understanding placing key people in key areas.
Adapting, learning quickly, healthy challenge and collaborating. Continuous learning.
Conversational turn taking
.
Organisations are made up of complex teams, and the teams are made up of complex individuals. The ideal team size varies from 6 to 10 members. Less than 6 team members is likely to result in less effective decisions due to a lack of diversity, and slower decision making because of a lack of complementary skills.
Research also suggests that the team’s effectiveness starts to diminish if there are more than ten people on it. Sub-teams start to form, encouraging divisive behaviour. Bigger teams also undermine ownership of group decisions, as there isn’t time for everyone to be heard. Get your team size right.
What is the one thing you would do differently in your organisation, your team and your life to become more of an effective leader? The journey of a thousand miles begins with a single step.
Stephen McDonnell, Intercounty Munster championship winning captain and an organisational top team leadership, performance & team coach, delivered an IMI Advant-edge session on building and sustaining winning teams in UCC Centre for Executive Education, Lapps Quay, Cork. For more on IMI membership, click here.
Source: www.abcgreatpix.com
Emma Birchall is a keynote speaker at the 
Market Research is a process; it’s what we do. The frequency with which we do it is determined by our business needs, the speed of change in our industry and the impact of external forces on our sector.
Gráinne Kennedy is an IMI associate is an award-winning market research expert, with a background in international advertising who delivers data-driven communications solutions and advertising campaigns to client companies building international brands and businesses. Gráinne is a guest lecturer at the IMI.
IMI: Based on your current work - if you only had 6 words of advice to give a business - what would they be?
EM: Succeed Globally with a Culture Map
IMI: What does this mean?
EM: Today, whether we work with colleagues in Dusseldorf or Dubai, Brasilia or Beijing, New York or New Delhi, we are all part of a global network (real or virtual, physical or electronic) where success requires navigating through wildly different cultural realities. Unless we know how to decode other cultures and avoid easy-to-fall-into cultural traps, we are easy prey to misunderstanding, needless conflict, and ultimate failure.
Yet most managers have little understanding of how local culture impacts global interaction. Even those who are culturally informed, travel extensively, and have lived abroad often have few strategies for dealing with the cross-cultural complexity that affects their team's day-to-day effectiveness.
To help people improve their ability to decode the cultural differences impacting their work and to enhance their effectiveness in dealing with these differences, I have built on the work of many in my field to develop a tool called the Culture Map. It is made up of eight scales representing the management behaviours where cultural gaps are most common.
The eight scales are based on decades of academic research into culture from multiple perspectives. To this foundation I have added my own work, which has been validated by extensive interviews with thousands of executives who have confirmed or corrected my findings. The scales are:
