LWT

by Andy Cope, Key Note Speaker; Author of Spy Dog and Founder of Art of Brillance Ltd  www.artofbrilliance.co.uk

Being of a certain age, LWT stands for ‘London Weekend Television’.  I’ve been reading Robin Sharma’s book, based on the concept of ‘Leadership Without a Title’ so I’m grappling with my perception of LWT.

LWT (the latter rather than the former!) tunes in brilliantly to the NLP ethos of ‘being your best self’. Not all of us have ‘Leader’ or ‘Manager’ in our job title. Indeed, a delegate approached me at a recent conference and basically said, ‘this is all well and good, but I’m only an IT technician. I’m not sure I can apply it.’ Which perplexed me a little. Cue lots of rubbing of chin and quizzical pondering.  I have obviously been pitching it wrong.

Sharma’s LWT nailed it for me in an ‘it’s-so-obvious-how-can-I-have-not-seen-it-before’ kind of way. Being brilliant is about you, not your job title. The question is, I guess, what does the best IT technician look, sound and feel like? I’m assuming that all of you reading this are already technically competent at doing your job. That’s a given. The NLP perspective simply asks the question, what attitude and approach makes me world class? What do I have to do to inspire people? And that ladies and gents goes way beyond job competence

 

Applying My NLP Practitioner Training At Work

by Ben Adams, Rushcliffe Borough Council

Reaping the Benefits of Building Rapport in the Streetwise Service

Background

In 2009 Rushcliffe Borough Council conducted a staff satisfaction survey across the whole organisation with the following targets set:

High Performance = over 80%

Acceptable Performance = 79% to 60%

Low performance = under 60%

The report stated that “manual staff will be generally less satisfied with all aspects of the job and the authority than other staff” and so we were curious as to the results we were going to get for the manual staff within Streetwise.

Streetwise manual workers are employed primarily for street cleansing and grounds maintenance with some of the lowest paid members of staff within the authority traditionally working in this service area.

2009 Results

Although in the main the results across the board were very promising we identified that under the section entitled “Your Manager” we were getting low results for some of the questions asked.  Examples were:

Q13.    “My line manager gives me regular feedback on my performance” 57%

Q15.    “My line manager encourages me to put forward new ideas” 30%

Q16.    “My line manager motivates and inspires me to be more effective in my job” 30%

Q17.    “My line manager communicates my feelings / thoughts upwards on important issues” 43%

The report summarised the Streetwise position in the “Your Manager” section as follows: “For all the questions in this section staff scored below the corporate average.  The two worst results were around their line manager encouraging them to put forward new ideas (41 percentage points lower) and motivating and inspiring then to be more effective (23 percentage points lower)”.

Another area that was important to the Council was ensuring that people are treated fairly and with respect whilst at work.  The Streetwise results in this section were as follows:

Q51.    “This organisation respects individual differences (e.g. cultures, working styles, backgrounds, ideas)” 70%

Q52.    “I am valued for what I can offer the organisation” 52%

Q53.    “I am treated with fairness and respect within this organisation” 64%

The report summarised the Streetwise position in this section as follows: “All questions in this section scored below the corporate score”.

As a result of the survey the Council corporately introduced its ‘7 Point Pledge’ with the main impact on Streetwise being the introduction of compulsory one to one meetings at least every six weeks with every member of staff.  This was a big task for the Streetwise Management Team and equated to approximately 333 additional meetings each year (37 x 9).  In addition to this we had held feedback sessions with the frontline staff to attempt to get to the reasons behind the results.   Improvement plans were drawn up and the meeting regime commenced with mixed early feedback as some staff questioned the need for so many meetings.

Then I did my NLP Practitioner

In September 2009 I attended the NLP Practitioner training course with Steve Kay of quality culture and nlpuktraining.  The course completely changed my outlook giving me many different choices of behaviour that had previously been unavailable to me.  As work were funding the training I was conscious of the need to provide value back to my employer and was determined to use my new skills when I got back to work.

In my role as a manager I was already conducting one to one sessions with the Streetwise Manager, Bob Alderton, and so on returning from the course I changed the emphasis in these meetings to more of a ‘coaching’ style with techniques I had learnt on the NLP Practitioner giving me the confidence and skills I required.

The first coaching session that we conducted produced an interesting insight from Bob as we discussed the topic of rapport within the team.  Bob recollected times before the Streetwise Service formed when he had been the Grounds Maintenance Manager and rapport within the team had been very high.  Bob didn’t feel that the same level of rapport existed within the team and so I tasked him with the challenge of taking action to reverse the downward trend.  It was this lack of rapport that had been identified as the root cause of the poor results in the some areas of the staff survey.

To support Bob and his team I ran training sessions on how to build rapport with others and completed the ‘representational systems’ test for each member of the team so they could get an appreciation of each others preferred style.  Eye patterns and predicate phrases were demonstrated so that it could be incorporated in to the rapport building if individuals felt confident enough to do so.  I also did this training on a wider basis across the whole Neighbourhood Team so as to maintain a degree of consistency across the service.

“You Reap What You Sow”

The whole concept of building rapport to improve performance, and therefore increase staff satisfaction improving productivity and motivation really caught on. The management team were tearing themselves away from their computers and taking positive action to visit frontline staff out on the district, taking them hot drinks and talking about any subject that helped to build rapport.  The genuine nature of these actions was proving very popular with the frontline staff.

The impact of this was noticeable and Bob was reporting through his own one to one’s a steady increase in his perceived level of rapport across the team.  People were coming to work with a smile on their face and having a laugh and a joke against a backdrop of severe public service spending cuts.  Difficult conversations became easier to conduct as we were starting from a ‘better place’ and in fact they were more likely to be held as managers were more confident of a positive response.  Previously some difficult conversations had been handled poorly or avoided altogether as managers were struggling to handle conflict, or even the thought of conflict, with certain individuals.

This positive culture was blossoming when the managers decided to hold a Christmas ‘Mince Pie’ morning and frontline staff from other service areas asked to join in as they didn’t have anything like that in their service area.  The most satisfying element for me of the whole process was that I didn’t need to do anything myself other than support the process and get feedback through Bob at his one to ones and through others as I worked with them.

Some concerns were expressed by my manager that there was an inconsistency building between Streetwise and the Waste Collection Service, Recycling2Go.  I was of course very keen to agree, stating that I had also observed the differences and could enthuse as to why that was the case.  The inconsistency was viewed as a potential for friction and so to assist Recycling2Go I conducted the training with their management team much to my manager’s approval.

2010 Results

When the ‘snapshot’ staff survey was conducted in December 2010 we had been building rapport for four months and so it was ‘fingers crossed’ when we received the results in February 2011.  Quite frankly we were amazed at the results we got.  They are set out below:

Q13.    “My line manager gives me regular feedback on my performance”

2009 = 57%

2010 = 94% (+37%).  18% above the corporate score.

Q15.    “My line manager encourages me to put forward new ideas”

2009 = 30%

2010 = 89% (+59%).  10% above the corporate score.

Q16.    “My line manager motivates and inspires me to be more effective in my job”

2009 = 30%

2010 = 81% (+51%).  16% above the corporate score.

Q17.    “My line manager communicates my feelings / thoughts upwards on important issues”

2009 = 43%

2010 = 82% (+39%).  14% above the corporate score.

Q51.    “This organisation respects individual differences (e.g. cultures, working styles, backgrounds, ideas)”

2009 = 70%

2010 = 94% (+24%).  8% above the corporate score.

Q52.    “I am valued for what I can offer the organisation”

2009 = 52%

2010 = 81% (+29%).  10% above the corporate score.

Q53.    “I am treated with fairness and respect within this organisation”

2009 = 64%

2010 = 86% (+22%).  1% above the corporate score.

The statement in 2009 of “All questions in this section scored below the corporate score” had been completely reversed and against the surveying companies generalisation that“manual staff will be generally less satisfied with all aspects of the job and the authority than other staff”.  It felt great to be bucking the trend.

Pounds and Pence

Putting an accurate figure to these results is very difficult but behaviours I have observed that reduce costs are;

 

1. Empowered staff capable of making decisions without fear of repercussions.  A saving in management time and jobs get done more quickly improving customer service.
2. Low levels of disciplinary procedures. A saving in management time and a great boost for morale.
3. Happier more productive staff.  Greater flexibility of resources reducing the management time spent scheduling work.  People are willing to turn their hand to any task.
4. Better quality of work resulting in fewer complaints that require investigation by managers.  A saving in management time and increased reputational stability.
5. Less resistance to change making the process of changing quicker and more efficient.  A time saving for all involved and reduced aggravation.
6. Greater ‘bouncebackability’ from setbacks, meaning less moaning and negative talk.  A time saving and productivity saving.

 

The list could go on but I’m sure by now you get the picture.  An empowered and positive workforce that is up for the challenge every day of the week.

What Did I Learn

When I did the NLP Practitioner not only did I learn a lot about myself I also went back to work with a whole new set of personal resources, behaviours, and techniques that I could apply in every work interaction.  This is extremely useful and I discovered that if you target your energy at improving the working environment for those around you they respond and give you back twice as much as you put in.  Some people have said to me “Are you going to NLP me?” to which I respond “I already have”, so the techniques are very subtle and powerful allowing you to go about your business with the minimum of fuss and the maximum of impact.

And Did I Mention …

At the Rushcliffe Borough Council Staff Awards 2011 Streetwise won two awards.  One for ‘Doing it Differently’ and another for partnership working called ‘All Together Better’.  These were justified recognition for a service area that had changed the most difficult thing … attitude and approach.

 

The Doorman

by Steve Kay, Managing Director, qualityculture Ltd

I was at a Round Table dinner a few years ago, all blokes wearing dinner suits and an ex footballer telling stories about being an England player in the world cup final back in 1966. As I wondered back into the room there was a guy on his own waiting for someone, I presumed. “How are you?” I said. “I’m Steve from Ashby.” Well he seemed a bit offish but I persisted “Can I buy you a beer?” “No thanks” he replied. I adopted a similar stance to him (I had come across mirroring and matching and thought it worth a try) “Did you enjoy the speech?” I enquired. “Are you from Derby?” “Yes” he replied. Ah I thought, getting somewhere at last. “Are you with Derby Round Table?” “No I’m the doorman” he said.

Now let me tell you something you may not know. You have a doorman in your head. That’s right in fact we all do. He keeps out everything that’s not of interest to you and only lets in what you want to know. We call this the Reticular Activating System.

Once something becomes important like that new car you desire, suddenly they are everywhere. Your doorman lets them in. Your doorman is a fairly simple guy he acts on instructions from the manager. You! If you don’t want something in your life or rather, you don’t think about it he won’t let it past the door. However if you have a goal you are exited about he will let lots of information related to it. This means you can set bigger goals in the knowledge that the information will come through.

 

Clare Graves’ Values Levels

by Steve Kay, Managing Director, qualityculture Ltd

Do some people in your organization adapt to change whilst others don’t?

Do some people obey the company procedures and rule-book without question whilst others don’t? They don’t actually do anything wrong just bend them a bit.

Do you want to find out more out about yourself? Do you like to do personality tests such as Myers Briggs and Insight?

In the 1970’s Graves proposed that people, countries and organisations could be at different values levels. This work has been developed over the years. There is not necessarily one better value some may be more appropriate in different environments.

Values Level 1

This is about survival, the person on the street. Here people lived in small families just surviving. Their neurology has not developed sufficiently to do anything else.

Values Level 2

Developed about 40 000 years ago. Tribes formed. ‘Self sacrifice to the way of your elders’ (Chris Cowan and Natasha Todorowich)

No separation between subject and object, magical beliefs and superstition. Rituals, rites, (even footballers wear lucky socks). Tribally centred. Respect our ways, that’s the way it is.

Values Level 3

Focus is on the individual. Total control for his personal survival and gain. He may become the tribal leader. Mafia Don, Rambo character. Raw force useful in times of war. Conquered the empire. Beats all others to the ground or at least goes down in glory. Will respect other more powerful level 3’s. Wild west.

Values Level 4

The values level three can’t go on fighting and realises there is more to life. The theme for level 4 is self-sacrifice now in order to receive later. Law and order replace chaos. The level 3 may become the Sherriff.

Level 4 is about the rulebook, the church, organised religion. The state. The state can now kill or go to war within the law.

Many organisations operate or operated at level 4; Job for life, pension, know your place and get a gold watch. Loyalty is rewarded, duty, life is predictable and secure There are ‘proper ways of doing things’.

We can see level 4 being required in traffic laws and for personal safety. In organisations it has very much a ‘management’ feel to it rather than ‘transformational leadership.’ Many public and to a degree private sector organisations operate at level 4 with some level 5. The thinking and behaviour at level 4 is for the group. Control is the order, follow the rulebook. For many people who want independence this can become frustrating, their thinking becomes level five but they have not taken action yet to develop their neurology.

When you start coaching a person at level 4 they can transcend to level 5, they will start to ‘get organised’ e.g. students spending ages starting an assignment or newly self employed people building their own website (a little less conversation) Preparing hand-outs. As a coach do not let them waste time. They also need to let go of negative emotions such as guilt, anxiety and fear. Needs tasking in small steps. They probably will not pay for training themselves expecting to get it from their organization. They want to do an NLP Practitioner but have not developed their neurology enough to get value from paying for it themselves.

Values Level 5

Express self for what self desires but not at the expense of others like level 3.  Can be self centred and insensitive. Believes that things can change and we can influence it. Jerry Maguire “Show me the money.” “I want the gold watch now!”

Designer watches and suits, they want to find out about themselves, Myers Briggs etc, an entrepreneurial attitude.

The thing about all these values is that people can think at a certain vales level e.g. level 5 but have not developed the neurology to operate within a new environment which holds them back. A true level 5, may be employed or self-employed and will want for self. Many people finding about NLP are values five thinking or six thinking and want to move to level 7.

In coaching level five they will not have many negative emotions but will have a fear of poverty and limiting beliefs so Time Line Therapy - creating your future® coaching techniques are essential. A level 5 may appear to be level 6 in caring about the environment. A good level 5 will identify a market to sell products to level 6. E.g. environmental management and corporate social responsibility training. Level 5’s want to be values level 7 and will ask how they can achieve it. They are prepared to pay for their own development because they have previously gained from doing it.

Values Level 6

Level five is looking for more from life and looks outside themselves. Human rights, sharing, love, community. Concern for others. Some unwillingness to change things. Criticizes criticism but can be judgmental. Finds it difficult to take action. Enjoys meditation. Will love reiki and hypnosis, it may even have helped level 5 to move through to six thinking. The 1960’s (love not war) saw a lot of people move to level 6 but then they went back to level five to earn a living. Coaching level 6 into level seven requires release of negative emotions; sadness, depression, loneliness, powerlessness and being judgmental. Lots of reframes about Jung’s shadow and perception is projection. In other words they may see faults in others but its really them.

Values Level 7

Cares for self but never at the expense of others and in a manner that all life will profit. They are good at handling complex issues. Very pragmatic, functional and effective. They can achieve a lot in a short space of time.

They will take action on concerns for others or the planet.

They represent 1% of the population. They are trustworthy, open and honest. They are unlikely to dwell on negative thinking for long. They show flexibility in a stressful environment (because their neurology is developed to handle it)

“What’s best for me may not be best for her or them. My way does not have to be your, nor yours to be mine, yet I have strong convictions about what is my way, but never such about yours” (Chris Cowan)

If uncomfortable in an organisation they will try to change it from a win-win practical solution. If this does not work they will leave. It is unlikely you will need to coach someone at level 7, you will be more likely to coach a five or six with level 7 thinking but not level 7 neurology.

Remember people can be at several different levels in their neurology and their thinking. In tests they will operate at level four and five with level six thinking. Or operate at level five with level six and seven thinking. People go back to a neurology level when environment is stressful.

The Master Practitioner in NLP Coaching Time Line/Creating your Future © and Hypnosis is designed to awaken level 7 thinking and neurology. It is said to be one of the most advanced personal development programmes in the world. It is a fact that previous delegates have seen their business turnover increase by 40% within a year.

 

A FANTASTIC DAY

by Brent Stuart, Operations Manager, Ceva Logistics

“That’s it, come on we’re going, im not watching any more of this” I said to my brother after the 5th goal went in. Losing at home 5 nil to Peterborough after 60 minutes; being an Oldham fan is getting harder every year.

We stand up and our Gary rounds up his kids. All 3 have come to watch this farce of a football game and I have genuine pity for them having wasted their afternoon.

As we’re walking down the steps of the stand to the exit I’m cursing to myself and my thoughts are racing....

‘im not coming again’..........

‘what a waste of money’.........

‘what a waste of time’..........

‘ruined my day’, ’ruined my weekend’.........

‘they always let me down, I don’t know why I bother’..........

Trudging towards the exit with what seems to be the weight of the world on our shoulders my brothers eldest two children, a 14 year old called Amy and his eldest son Tom who’s 9, have the good sense to hang back a bit and say nothing; fearing the wrath of their father and uncles now terrible mood.

His youngest son, however, a 4 year old called Harry in his first year as an Oldham fan is charging up and down in his usual energetic manner. As we get to the gates he runs between me and my brother and stops a few yards in front of us. He raises his arms in the air and shouts at the top of his voice:

“I’ve had a FANTASTIC day!”

I look at our kid and for a moment we’re both dumbstruck.

“What’s he been on?” I ask

“He’s always like that, he just loves being out and about, as long as he’s not stuck in the house he’s always having a great time”

As we walk through the car park back to the car we keep talking. We both agree that although the result was as bad as it gets the day wasn’t a total loss.

You see, we were introduced to football by my dad and it’s always been a family thing that the men go to the football with the kids to give the wives a bit of ‘time off’ every other Saturday. We meet other friends in a local pub a couple of hours before the match and watch a game on sky sports while we have a couple of pints. We have a catch up which invariably involves a few laughs. The kids get the treat of being taken to the pub by their Dad and Uncle Brent and can have a coke and a bag of crisps before we walk up to ground for more treats; a pie and a hot chocolate.

It’s become a tradition.

What me and my brother failed to realize was that the kids don’t come with us to watch the football, they come with us because they want to spend time with us. They don’t care what the result is; and to be honest, does it really matter?

As we get the car I say to our Gary;

“You know what mate, it was great to see you guys today and I enjoyed the couple of pints before the game. The banter and chat in the pub was brilliant and I can’t criticise the pie either! If it weren’t for the football I’d have been stuck in the house this afternoon or worse still out shopping with the wife!”

He says, “when you put it like that, I guess we’ve all had a fantastic day!”

We drive home in an upbeat mood and before we know it we’re laughing and joking again. He drops me off and when I get in the house my wife is surprised by my mood; she says “I thought you’d be in a terrible mood, I was dreading you coming home”;

“No love, I’ve had a FANTASTIC day!”

When Harry goes to the football with his family he isn’t interested in what team the manager has picked or what decisions the ref makes or how bad or good the team play because his script hasn’t been written yet. That cold February afternoon in Oldham made me realise that I was one of Harry’s scriptwriters and that all the negativity I felt as I was leaving the ground that day would eventually leave an impression on him if I carried on showing those emotions in front of him.

Harry understands that going to the football is not about watching football; it’s about social interaction and feeling part of something bigger; sharing experiences, highs and lows and enjoying every moment together. It’s about family, friends and the wider community pulling together and sharing dreams. That’s why football is such a fascinating, additive game to watch and it’s why we keep going back for more year in year out.

O to be a four year old boy again..............