From: Karen Kimberley - Changing People Inside <kk@karenkimberley.co.uk>
Subject: News from Karen Kimberley - Changing People Inside
Reply: kk@karenkimberley.co.uk
September 2011
Tranquil Sea
Welcome to Changing People Inside

Dear Karen,  

I heard a story recently that some Australians can't understand why Brits can't give a definitive date for the start and end of our seasons. It's now become clear to me why not.

 

view 4While the leaves may be turning yellow and there have been some brisk autumnal days as I write there is a 28 degree heat wave over most of the country (apologies to our Scottish readers who may beg to disagree!)

 

So whatever the weather and however you might feel at the moment about the economy, your work, health or life in general it's good to be reminded that life can change in an instant - and in some surprising ways.

 

Enjoy the autumn, Indian Summer or whatever your day brings.

 

 

 

Best wishes,

 


Karen

 

Experience the change curve like never before

Change aheadWe all know about the change curve in theory - and most of us have experienced it in some form at work or in our personal life. But how do we manage people, emotions and communication at each stage of the curve? What are the techniques that managers need to adopt? How can you better understand and help encourage people through the curve so that they come out smiling on the other side? This experiential session will help you to discover, explore and learn new aspects about managing the change curve in a brain friendly way.

 

Session time is under 2 hours and priced to suit your budget 

 

Contact us if you would like more details of other 'Lunch and Learn' topics we provide which look at leadership, communication, engagement, NLP, the brain and wellbeing in the workplace.

 

  

 

What skills do communicators need now?

We recently attended a talk at the International Association for Business Communicators (http://www.iabc.com/) where the recruitment company VMA (http://www.vmagroup.com/) presented research findings about the communication industry. Some of the findings of interest were: 

 

Top five skills for development in communicators were: 

 

  1. Coaching senior leaders
  2. Social media development
  3. Influencing
  4. Public Affairs
  5. External Communications

 

And ...

 

Top five skills that are 'most lacking' in Internal Communication recruits: 

  1. Influencing
  2. Coaching senior leaders
  3. Strategy setting
  4. Writing - specific corporate messaging
  5. Writing - publications/online

  

If you would like a copy of the research findings contact Karen.

 

 

 

 

What is Pecha Kucha?

This month I attended a meeting run by Extra Group about Pecha Kucha, a presentation technique recognised as stemming from the Japanese art movement as a way of delivering information concisely.
 
The principle is very simple - 20 slides x 20 seconds per slide. Presentations are never longer than 6m40s. http://bit.ly/nVHFKw.
    

Which leads on to a word about traditional presentations from our Sydney associate, Cath Lawrence ...

 

Pondering presentations

I was at a conference recently and I ended up pondering that we're at a really interesting stage in terms of what we expect from presenters or speakers and what they have to offer.

 

Over the 3 days at this conference there were some large group sessions with over 300 people in the room and some smaller sessions with 30 - 40 people gathered together.

 

There were big name International and Australian speakers as well as a few relatively unknown industry specific speakers. Seeing these different presenters had me thinking that the world of presentations is definitely changing; the question for me is what next?

 

Storytelling
Over the last few years the impact of storytelling has been an area of focus for leaders and presenters. There are some people who do it superbly, with humour, emotion and a great tale to tell.

 

My pondering - will this become too formulaic as more people cotton on to the fact that storytelling is both powerful and topical?

 

Use of technology
In the last 15 or so years the technology that accompanies presenting has changed enormously. A few of you will remember the days of overhead projectors and scribbled on acetates. Can you imagine sitting through a presentation using that now. Instead there are so many options open to us - with such things as Prezi, you tube and animated media bringing presentations to life

 

My pondering - will the use of imaginative and gimmicky technology take over from the message?

 

Added extra - Swiss politician Matthias Poehm has set up The Anti-PowerPoint party. He asserts that PowerPoint presentations are actually costing the Swiss economy billions of dollars.

 

The presenter
More demands are being put on the style of the presenter. Once they needed to stand behind a podium, use their overhead projector and say what they need to say. With storytelling and technology this has changed and it seems that the presenter needs to be comedian, actor and expert all wrapped in to one package.

 

My pondering - will style take over from substance?

 

Without doubt the future for presentations and presenters is changing. Any ideas on what it will take to present a clear message well in the next 10 years are welcome.

 

 

 

Have you joined Google+ yet?

The march of Google continues. After two-and-a-half months in closed testing, Google is preparing to widen the availability of its social network, Google+, to the public. Add Karen to your circles.

 

This link from Simply Communicate explains more:

  

http://www.simply-communicate.com/google-now-open-public

 

 

 

 

New business wins

After a very challenging few months both personally and professionally we have won a number of new projects with more in the pipeline.

 

Many of them are coaching projects, helping people cope with the stress of working with tight resources and the uncertainty that comes with the fragile economy. Some are more traditional communication strategy and planning projects.

 

 

 

We would like to thank all those who have offered and provided support over the last few months and also welcome the clients, old and new that we have begun working with this month. They include British Gas, GKN, Bright Blue Day and Pfizer.  

 

 

 

 

 

 

 

Innovation at work - did you get our quiz question right?

We asked last month which was the City that created a beach and funfair in the centre of the shopping district to provide the residents who might not have chance to go to the seaside some fun and games?
 
The answer was NOTTINGHAM.
 
Nottingham is so far from the sea that the City Council came up with this innovative idea to bring the seaside to the people.  

 

What innovative ideas might spring to mind as a result of this clever example of lateral thinking? When the economy is slow and uncertain it's difficult to get people to take risks and be innovative, so the Council should be applauded for spending money on bringing wellbeing directly to its people.

 

Fairground

  

5 reasons employees keep their mouths shut

We liked this blog by Brett L. Simmons.

 

Blue post itStudy reveals why workers censor their opinions. Job safety, anyone?

 

There is a difference between employees not speaking up at work because they don't have anything to say and not speaking up because they fear the consequences.

Managerial behavior can signal employees that it is unwise to speak up. But even when managers are not to blame, some employees will still be reticent to share information they believe is risky.

 

"The Academy of Management Journal"recently published an extremely well done study by James Detert and Amy Edmondson that examined employee beliefs about when and why speaking up at work is risky or inappropriate.

 

The authors found that "sometimes unwillingness to speak up is not experienced as intense, discrete fear but rather as a sense of inappropriateness; voice seems risky because it seems wrong or out of place."

 

Through a series of four studies, they identified the following five beliefs employees can hold about authority figures that can cause them to exhibit self-protective silence:

 

1. Negative career consequences of voice. If you want advancement opportunities in today's world, you have to be careful about pointing out areas of improvement to your boss.

 

2. Don't embarrass the boss in public. You should always pass your ideas for improvement by the boss in private first before you speak up publicly at work.

 

3. Don't bypass the boss upward. Loyalty to your boss means you don't speak up about problems in front of your boss.

 

4. Need solid data or solutions (to speak up). Unless you have clear solutions, you shouldn't speak up about problems.

 

5. Presumed target identification: It's not good to question the way things are done. Those who developed the routines will likely take it personally.

 

This research is important because it shows that the boss is not always to blame for organizational silence. Individuals arrive at work with a set of implicit theories they learned based on past direct and vicarious experiences.

 

The authors conclude "managers appear saddled not only by their own actual behaviors inhibiting voice but also by subordinate beliefs about managers."

 

If you want employee voice to become an operational priority, you should make changes to your selection, training, evaluation, reward and promotion systems. My advice is to make employee voice an expected, measured and rewarded behavior.

 

Hire employees who can demonstrate a record of coming forward with suggestions and solutions at their previous jobs. Never promote an employee to a management position if they didn't attempt to partner with managers to improve their job.

 

If you discover you have a manager who stifles employee voice, help them with training but don't promote them again until they demonstrate they can encourage employee voice.

 

If an employee believes in the safety of silence, engage them in behavior at work that challenges those beliefs. Otherwise, "it is unlikely that they will revise, set aside, or develop new implicit theories related to speaking up," the authors conclude.

 

Bret L. Simmons, Ph.D., is an associate professor of management at The University of Nevada, Reno. He writes about leadership and social business at his blog, where a version of this article originally ran.

 

And finally...

Unbelievable and Perhaps Just One Step too Far?

 

We liked this piece from Crispin Rhodes HR Consultancy.

 

JapaneseJapanese construction firm Maeda Corp has requested its 2,700 staff to adopt identical hairstyles - the men with a short back and sides and slightly longer on top and the women with a bob and longer fringe that can be swept to one side, following a national campaign to reduce power consumption after the Fukushima Dai-Ichi nuclear plant was destroyed by the March 11 earthquake and tsunami.

Chizuru Inoue on behalf of Maeda Corp said: "Our Company is very keen on protecting the environment and we encourage our staff to adopt many environment-friendly actions.... we believe if people have short hair they do not need to use their hair driers for so long and they will use less water. If all our staff do this, then it may save a lot of power."

She also said that it would be easier to make short hair neat again after staff have been wearing hard hats on construction sites.

 

 

 

Issue 17
Karen Kimberley Logo
In This Issue
Experience the change curve like never before
What skills do communicators need now?
What is Pecha Kucha?
Pondering presentations
Have you joined Google+ yet?
New business wins
Innovation at work
5 reasons employees keep their mouths shut
And finally
Karen Kimberley
Karen Kimberley 

 
 
 

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Karen Kimberley's company is based in Taplow near Maidenhead. She coaches people inside companies, to change things inside themselves, to improve their communication and performance. For more information contact Karen on Tel 01628 509593, Mobile: 07785 566468, e-mail kk@karenkimberley.co.uk, and visit the website www.karenkimberley.co.uk 

Click below to see other ways in which we have helped people through experiences of stress, depression, lack of motivation and anxiety www.karenkimberley.co.uk/case-studies.php
 

Contact Information
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Karen Kimberley
Changing People Inside
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