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Essential Truth
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Management & Leadership Lessons Taught
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People tolerate being managed, but they love being led
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The differences between management and leadership and how that affects results.
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Deadlines often backfire
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When and how to set deadlines, and when they may well prove counter-productive.
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People don’t say NO to interruptions often enough
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How to improve personal and team productivity by focusing on objectives
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People don’t hit invisible targets, unless by accident
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Setting and managing the achievement of objectives through others
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People do not cope with more than seven concurrent objectives
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Organising the team to best effect and increasing results through focusing on what really matters.
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1 employee + 2 managers = half the output
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Set and work within the most productive structures
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Good managers are occasionally unpopular
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Four common pitfalls of manager / employee relations and how to avoid them.
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People are outrageously optimistic when they estimate time
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Why so many teams fail to deliver and how to inject more reality into planning.
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Inertia sets in after only fifteen minutes
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Setting and maintaining a productive team environment.
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People hate change and change happens
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Tips for managing change.
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People value praise above money
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The value of praising, with how and when to praise, with advice on how to get the balance right.
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Managers tend to flog their willing horses to exhaustion
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Use individuals to maximum effectiveness without burning them out.
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People easily become addicted to being firefighter
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How to take control of a fire-fighting work loads or situations and turn them around.
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Attention seekers never change
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Managing difficult employees and recognizing how one individual can undermine an entire team’s performance if the manager does not handle that person effectively.
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People prefer to leave the nasty jobs until last
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The common pitfalls of putting things off when it is inappropriate,
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People want to be given their work in one of only four ways
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Choosing the most effective delegation styles bearing in mind the person, the task and the situation.
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Productivity is a natural trait
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Managing and leading a small team to maximum levels of personal productivity.
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People are easily tricked into thinking that urgent equals important
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Prioritising the work.
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Most people hate being organized
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Creating an effective administrative environment within the team.
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Managers tend to give the worst tasks to their best people
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How to decide which tasks to delegate to each team member.
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Some unintelligent people are a great asset, but others are dangerous
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Managing different personality types to maximise results.
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Some lazy people are a great asset, but others must go
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Managing different personality types to maximise results.
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Most people say NO in code
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The importance of accountability within the team, and when working with people outside of the team.
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Work expands to fill the time available
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Managing time, systems and detail as effectively as possible.
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People tend to do things at the accepted time, which is often not the effective time
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Using time slots to lift results.
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When leaders don’t create the culture they want, they get a culture that they definitely don’t want
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Using team culture as a leadership tool to enhance performance.
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When the manager lacks self discipline, people don’t try
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The hard fact that managers must step up to the mark in all aspects and set an example.
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All bullies eventually suffer their
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A warning for managers to act within acceptable management norms whilst also being assertive where necessary.
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The team does not judge you by your best or worst performances
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How a manager must overcome his or her occasional personal mistakes or poor performance and rise above them to lead the team and do better next time.
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The team believes what they see over what you say
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How a managers integrity and sincerity lift performance, and how a lack of integrity can dramatically undermine performance.
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Listening to personal stuff can backfire
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Maintaining appropriate friendly professional relationships with team members.
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There is often an unfair time delay between effort and reward
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The need for a manager to lead the way in maintaining motivation.
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Most people resist planning
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Planning the work, tasks, objectives, standards, costs.
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Teams rarely achieve things when they believe they can’t
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How attitude affects results, either positively or negatively, starting with the manager him or herself.
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Team goals + team desire = team results
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How the use of goals can motivate a team.
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Few people think, really think
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The need for managers to use their brains more, and intelligently achieve results through others.
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Energy levels rise and fall with expectations
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How to spot when motivation and belief is dwindling. How leaders help their team increase their enthusiasm and energy.
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People don’t get out of bed to achieve your goals
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How to deal with the harsh realities of motivating people to play their part in the team and really want to achieve the desired results.
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There are nine common de-motivators
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How to avoid the nine most common mistakes that managers (and companies) make, thereby de-motivating the team.
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Many managers do not truly want to be the boss
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How to cope with personal doubt and motivate oneself to become a better manager.
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