Extended DISC Acceditation Training 4 & 5 October 2010, Fremantle

Extended DISC Australasia Limited

invites you to attend a

TWO-DAY ACCREDITATION TRAINING

4 & 5 October 2010, Fremantle

Extended DISC Assessment System

Become internationally accredited in the most advanced
& fastest growing online behavioural assessment
& development system currently available. This is a full accreditation training, open to all,
it will be especially of interest to counsellors,
coaches, psychologists and psychotherapists
given the backgrounds of two Presenters …

Presented by

Madeleine Hathaway, MA Psychology (Health)

Sales Manager, Extended DISC Australasia Limited

http://nz.linkedin.com/in/hathaway01
see bio below

Denis McCarthy, M. Applied Psych. (Occupational)

Manager, Denis McCarthy & Associates http://linkd.in/61DMcC

Understand human behaviour to improve performance … 90% of all success comes from your ability to read and understand people. The DISC model first made an appearance in 1951 utilizing the teachings of Carl Jung. In 1994 Extended DISC was born enabling us to go even more deeply into the unconscious mind meaning that we can create change at a faster rate and at the same time teach people the power of understanding what motivates their employee, colleague or client. Extended DISC enables you to accurately, efficiently and quickly read and understand people.

Train today and produce reports tomorrow! … You will become a “Certified Extended DISC Senior Consultant/Trainer” entitled to purchase Extended DISC products at wholesale prices, and licensed to produce your own reports and conduct training using any of the extensive range of assessment, profiling and surveying tools: http://bit.ly/9SIFtQ

Extended DISC Unique Features: http://bit.ly/9oTLsu

* measures emotions * more behavioural styles than in any other instrument * difficult to cheat * more stable results than with any other instrument * measures the individual both on unconscious AND conscious levels * not only assesses, but also helps the individual * text bank is significantly larger than competitors: enables 228,383,696 totally different text pages to be generated. Our competition, at best, can create around 200 different texts * concise with easy to understand graphic illustrations * takes only 8-10 minutes to complete * reports are easy to obtain * full 40 page PDF report in your inbox within 15 minutes with ZERO admin! * no account setup fees, no license fees, no obligation to buy * available in 55 languages * information from one tool can be combined with other tools and used during all processes from recruiting to HR development.

Prerequisites: None

What’s Included:

1.     Free personal analysis report

2.     Technical support

3.     Access to online Extended DISC VIP pages

4.     Extensive library of PowerPoint presentations, and promotional materials

5.     Full set of Extended DISC User and Tools Manual

6.     Multiple training presentations and resources

7.     Marketing brochures

8.     Regular ongoing graduate webinars

9.     Regular online updates of latest case studies and developments

10.  12 months support directly with Denis McCarthy

Madeleine Hathaway, MA Psychology (Hons)
Madeleine is our Sales Manager and Director of Training. She is an educator and manager trained in the field of Psychology. Her diverse background and knowledge is derived from a broad base of experience in the academic, scientific and business sectors.

Madeleine travelled the Pacific Rim, teaching, exploring and building her understanding of the human condition before she came to New Zealand to lead various Private Tertiary Institutions as Principal of School. She has resided with her Kiwi husband in Auckland for over 12 years. She has been working with DISC theory, providing consultation for nearly a decade and is delighted to offer her wealth of experience to support you in the benefits of the Extended DISC System.

More information: http://www.int-a1.com/extendeddisc • denis.mccarthy@extendeddisc.com

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REGISTRATION DETAILS

DATE:

4 & 5 October  2010

VENUE:

Suite 2, 197 High Street,

(Corner Parry & High Street), Fremantle

TIME: 9:00am  to  5:00pm  (Registration at 8:30am)

Morning Tea, Afternoon Tea  and  Lunch will be provided

Early Bird Discount: $200 off if reg. by 20^th Sept.

& $200 Member Discounts: AHRI, AIPM, AITD, APS,

CEAWA, ICF, IRSWA, PACAWA, RCSA, SSTUWA, TADA

MEMBER $2,750

NON MEMBER $2,950

All payments Made Payable to:
Denis McCarthy & Associates
• CHEQUE  OR  MONEY  ORDER
• BSB: 016307 ACCT NO.: 2009.60014

Post, Fax or Email to:  Denis McCarthy,
PO Box 789   FREMANTLE   WA   6959

Phone: 9430 7777   Fax: (08) 9430 4305
Email: denis.mccarthy@extendeddisc.com

IMPORTANT – Cancellations after 30^th Sept. incur a 10% canc. fee.

http://www.int-a1.com/extendeddisc/certify.htm

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What is an Extended DISC Profile?

Extended DISC is an advanced online personality testing, psychometric testing and DISC profile system that can help you find the right candidate for your job vacancy.

But that’s not the only function this DISC Profile system can give your business – it can also help you:

• Understand your own workplace personality so you can manage and mentor others in your team more effectively
• Discover what workplace personality profile your team members have so you can identify their strengths and weaknesses in their role
• Form better, more productive teams because you will know what personalities are best suited to work together
• Whether your team is ideally suited for their current roles.  Do you have a team member that is consistently underperforming in one area?  The Extended DISC Profile and Psychometric Testing System will tell you why
• Take the risk out of making hiring decisions. We have 100+ individual job profiles that define the ideal personality profile for each role.  You can hire with confidence knowing that your new team member will hit the ground running and be internally motivated to exceed their performance targets
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Your People Are Your Business’s Most Valuable Asset

Jack Welch, former CEO of General Electric once told a reporter that he spends 50% of his time on people issues.

Extended DISC is a series of psychometric testing tools to help with that all critical 50%. It’s a roadmap of the behavioral characteristics and personality traits that impact on our work, our judgements and our interaction with other people.

By using Extended DISC Profiling, you and your team can:

• Improve recruitment by employing the right person with the best characteristics for the role;
• Improve individual performance of your team members by better understanding their strengths, motivators, development areas, and the management style they respond to best.
• You can also identify the areas where they can make the greatest gains in the shortest time – a great starting point for discussion come performance review time
• Improve team dynamics by looking at the behavioural style of a team as a whole.
• Understand where gaps exist and where the key strengths lie.

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Why You Need To Understand the Work Personality Profile of all Your Team

The Extended DISC Assessment System will give you vital information on how to get the best out of ALL your people

The Extended DISC Assessment System is an online profiling tool that supports you in making better business decisions about people. These tools provide you with the information you need to maximise the performance of your employees, eliminate expensive mistakes, get better use of resources and time, and eliminate costly problems.

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Extended DISC provides you with the information you need for ideal ‘person-job’ fit.

How does it work?

Reports are generated online via your personal access code to your private

Extended DISC Online System account - You have complete control of the process and make the cost effective decision to suit your needs.

Prompt turnaround - reports available online for instant download or direct to your email inbox within minutes. Reports can be integrated into the initial interview adding a new dimension to interview questioning.

Independently validated in a range of languages - Can be used with confidence and with the knowledge that accuracy is guaranteed.

Cost effective - a sophisticated system available at a competitive price. Can be used with the knowledge that you are obtaining a world class product at the best price.

Powerful reports – recognises 160 different behavioural styles. You can be assured of precise and accurate reports over a very significant range of behavioural styles.

Available in 55 languages. We provide accurate assessment of the individual regardless of race/background.

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• Improve recruitment by employing the right person with the best characteristics for the role;
• Improve individual performance of your team members by better understanding their strengths, motivators, development areas, and the management style they respond to best.
• You can also identify the areas where they can make the greatest gains in the shortest time – a great starting point for discussion come performance review time
• Improve team dynamics by looking at the behavioural style of a team as a whole.
• Understand where gaps exist and where the key strengths lie.
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Client Testimonials

commendations from Australia, New Zealand and around the world

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RESULTS.com

“Not only is Extended DISC a first rate product that we use extensively ourselves and recommend to all clients, but even more importantly to me in making a recommendation to clients is the depth of expertise, professionalism and support that the NZ team provide. This desire to get the very best out of the product and develop the understanding of it represent everything that I look for with a business I want to partner with.”

Paul Coles – Practice Manager

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Abbott Laboratories

“Using the Extended DISC® can make us a more efficient company and a better place to work.”

Cathe Johnson, Ph.D. – Director, Diagnostics Division, Asia Pacific Human Resources

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RESULTS.com

“RESULTS.com have been using and recommending Extended DISC behavioural profiling tools to our clients for many years. In fact, the first thing we do when we start working with a company is to profile the leadership team and use this information to enhance their personal and group effectiveness. Clyde Colson and the team at Extended DISC give us great service. They provide regular training updates for our staff, and are always willing to take a phone call when we have “unusual” profiles that need a deeper explanation. Clyde is a true gentleman in every sense of the word and I always enjoy my interactions with him.”

Stephen Lynch – Chief Operating Officer Global Operations

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Mardon International

“Thanks for the chance of trialing the extended disc profile. We were amazed at its accuracy even though your online software only asked a very limited number of questions. We are interested in giving our clients access to this tool. Some of my clients challenges are employing people and leading a team. On initial inspection the extended disc appears to be suitable for assisting them directly with these challenges. It certainly fits in with the frame work of our education process.”

Perry Mardon

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Selling Strategies International Australia

“Recruiting, retaining and motivating great teams is the key to success this century and you need great tools and partners to do this. Extended DISC is one of the best profiling tools and partner that any senior manager can use to stay ahead in today’s fast paced rapidly changing business world. Extended DISC has provided our clients a profiling system that is easy to use, effective and you can understand without needing a degree in psychology.”

Rob Hartnett – CEO

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Pfizer, Inc.

“The versatility of the Extended DISC® tool to create instant reports on team dynamics and work pairs with no need for additional data input or participant surveying is another reason this is our DISC product of choice.”

Ashley Miles – Director, Worldwide Learning and Development

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TMI, Inc.

“Extended DISC® has continually exceeded our expectations during the years. Having these tools allows us to be more effective with our clients, which ultimately saves them both time and money.”

Brent Strehlow – President

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St. Vincent Hospitals and Health Care

“As a devotee of the Myers-Briggs I was curious, but skeptical about the claim made by the practitioners of the Extended DISC® that I could so quickly be supplied with useful information about myself and my team. To my surprise and delight they delivered on their promise. . . and then some.”

David J. Llewellyn – Organizational Development Consultant

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The Global Coaching Network, Inc.

“There are many good assessment tools on the market for use in coaching and leadership development—Extended DISC® is just more effective.”

Jerold V. Tucker – Principal

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University Associates, Inc.

“A number of members of our consulting and training group, including myself, are certified and have experience with many tools, such as MBTI, HBDI, SYMLOG, etc. When we were introduced to Extended DISC®, we were so impressed that we made it the primary tool in our consulting and training. Extended DISC® is the easiest to learn, the most user-friendly, the most versatile, and enjoys wider applications for doing personal analysis, team analysis, and organizational analysis.”

Jack L. Knight – President/CEO
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http://www.int-a1.com/extendeddisc/certify.htm

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Marshall Goldsmith’s FeedForward uses Extended DISC

Try FeedForward Instead of Feedback

June 15, 2008 from http://extendeddiscwestau.wordpress.com/

By Marshall Goldsmith * (more>>)

BLOG NOTE:
Marshall Goldsmith’s FeedForward Tool was created to provide individuals, teams and organizations with suggestions for the future and to help them achieve a positive change in their behaviour. The Marshall Goldsmith FeedForward Tool, based on the Extended DISC online assessment, is very easy to use. The Extended DISC online questionnaire takes only about 10 minutes to complete. All of the information on the report (cover pic) is derived from your “natural behavioral style” in the Extended DISC Personal Analysis Report (more>>).

To download a sample report (see cover page below) go to http://www.int-a1.com/extendeddisc/westernaustralia/downloads/reportsamples/extdiscsample_drmgoldsmith.pdf. Marshall Goldsmith and Extended DISC North America’s Finland-born president Markku Kauppienen share a passion to help executives make better about their employees, teams and organization.

* Dr Marshall Goldsmith was listed in Forbes magazine as one of the five top executive coaches and in Human Resources magazine as one of the world’s leading HR consultants. He is a Wall Street Journal “top ten” executive educator and is University Professor at Alliant International University’s Marshall Goldsmith School of Management, which was named in his honor in 2006 (for more on him go here).

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Providing feedback has long been considered to be an essential skill for leaders. As they strive to achieve the goals of the organization, employees need to know how they are doing. They need to know if their performance is in line with what their leaders expect. They need to learn what they have done well and what they need to change. Traditionally, this information has been communicated in the form of “downward feedback” from leaders to their employees. Just as employees need feedback from leaders, leaders can benefit from feedback from their employees. Employees can provide useful input on the effectiveness of procedures and processes and as well as input to managers on their leadership effectiveness. This “upward feedback” has become increasingly common with the advent of 360° multi-rater assessments.

But there is a fundamental problem with all types of feedback: it focuses on a past, on what has already occurred—not on the infinite variety of opportunities that can happen in the future. As such, feedback can be limited and static, as opposed to expansive and dynamic.

Over the past several years, I have observed more than ten thousand leaders as they participated in a fascinating experiential exercise. In the exercise, participants are each asked to play two roles. In one role, they are asked provide feedforward —that is, to give someone else suggestions for the future and help as much as they can. In the second role, they are asked to accept feedforward—that is, to listen to the suggestions for the future and learn as much as they can. The exercise typically lasts for 10-15 minutes, and the average participant has 6-7 dialogue sessions. In the exercise participants are asked to:

• Pick one behavior that they would like to change. Change in this behavior should make a significant, positive difference in their lives.

• Describe this behavior to randomly selected fellow participants. This is done in one-on-one dialogues. It can be done quite simply, such as, “I want to be a better listener.”

• Ask for feedforward—for two suggestions for the future that might help them achieve a positive change in their selected behavior. If participants have worked together in the past, they are not allowed to give ANY feedback about the past. They are only allowed to give ideas for the future.

• Listen attentively to the suggestions and take notes. Participants are not allowed to comment on the suggestions in any way. They are not allowed to critique the suggestions or even to make positive judgmental statements, such as, “That’s a good idea.”

• Thank the other participants for their suggestions.

• Ask the other persons what they would like to change.

• Provide feedforward – two suggestions aimed at helping the other person change.

• Say, “You are welcome.” when thanked for the suggestions. The entire process of both giving and receiving feedforward usually takes about two minutes.

• Find another participant and keep repeating the process until the exercise is stopped.

When the exercise is finished, I ask participants to provide one word that best describes their reaction to this experience. I ask them to complete the sentence, “This exercise was …”. The words provided are almost always extremely positive, such as “great”, “energizing”, “useful” or “helpful.” The most common word mentioned is “fun!”

What is the last word that most of us think about when we receive feedback, coaching and developmental ideas? Fun!

Eleven Reasons to Try FeedForward

Participants are then asked why this exercise is seen as fun and helpful as opposed to painful, embarrassing or uncomfortable. Their answers provide a great explanation of why feedforward can often be more useful than feedback as a developmental tool.

• We can change the future. We can’t change the past. Feedforward helps people envision and focus on a positive future, not a failed past. Athletes are often trained using feedforward. Racecar drivers are taught to, “Look at the road ahead, not at the wall.” Basketball players are taught to envision the ball going in the hoop and to imagine the perfect shot. By giving people ideas on how they can be even more successful, we can increase their chances of achieving this success in the future.

• It can be more productive to help people be “right,” than prove they were “wrong.” Negative feedback often becomes an exercise in “let me prove you were wrong.” This tends to produce defensiveness on the part of the receiver and discomfort on the part of the sender. Even constructively delivered feedback is often seen as negative as it necessarily involves a discussion of mistakes, shortfalls, and problems. Feedforward, on the other hand, is almost always seen as positive because it focuses on solutions – not problems.

• Feedforward is especially suited to successful people. Successful people like getting ideas that are aimed at helping them achieve their goals. They tend to resist negative judgment. We all tend to accept feedback that is consistent with the way we see ourselves. We also tend to reject or deny feedback that is inconsistent with the way we see ourselves. Successful people tend to have a very positive self-image. I have observed many successful executives respond to (and even enjoy) feedforward. I am not sure that these same people would have had such a positive reaction to feedback.

• Feedforward can come from anyone who knows about the task. It does not require personal experience with the individual. One very common positive reaction to the previously described exercise is that participants are amazed by how much they can learn from people that they don’t know! For example, if you want to be a better listener, almost any fellow leader can give you ideas on how you can improve. They don’t have to know you. Feedback requires knowing about the person. Feedforward just requires having good ideas for achieving the task.

• People do not take feedforward as personally as feedback. In theory, constructive feedback is supposed to “focus on the performance, not the person”. In practice, almost all feedback is taken personally (no matter how it is delivered). Successful people’s sense of identity is highly connected with their work. The more successful people are, the more this tends to be true. It is hard to give a dedicated professional feedback that is not taken personally. Feedforward cannot involve a personal critique, since it is discussing something that has not yet happened! Positive suggestions tend to be seen as objective advice – personal critiques are often viewed as personal attacks.

• Feedback can reinforce personal stereotyping and negative self-fulfilling prophecies. Feedforward can reinforce the possibility of change. Feedback can reinforce the feeling of failure. How many of us have been “helped” by a spouse, significant other or friend, who seems to have a near-photographic memory of our previous “sins” that they share with us in order to point out the history of our shortcomings. Negative feedback can be used to reinforce the message, “this is just the way you are”. Feedforward is based on the assumption that the receiver of suggestions can make positive changes in the future.

• Face it! Most of us hate getting negative feedback, and we don’t like to give it. I have reviewed summary 360° feedback reports for over 50 companies. The items, “provides developmental feedback in a timely manner” and “encourages and accepts constructive criticism” almost always score near the bottom on co-worker satisfaction with leaders. Traditional training does not seem to make a great deal of difference. If leaders got better at providing feedback every time the performance appraisal forms were “improved”, most should be perfect by now! Leaders are not very good at giving or receiving negative feedback. It is unlikely that this will change in the near future.

• Feedforward can cover almost all of the same “material” as feedback. Imagine that you have just made a terrible presentation in front of the executive committee. Your manager is in the room. Rather than make you “relive” this humiliating experience, your manager might help you prepare for future presentations by giving you suggestions for the future. These suggestions can be very specific and still delivered in a positive way. In this way your manager can “cover the same points” without feeling embarrassed and without making you feel even more humiliated.

• Feedforward tends to be much faster and more efficient than feedback. An excellent technique for giving ideas to successful people is to say, “Here are four ideas for the future. Please accept these in the positive spirit that they are given. If you can only use two of the ideas, you are still two ahead. Just ignore what doesn’t make sense for you.” With this approach almost no time gets wasted on judging the quality of the ideas or “proving that the ideas are wrong”. This “debate” time is usually negative; it can take up a lot of time, and it is often not very productive. By eliminating judgment of the ideas, the process becomes much more positive for the sender, as well as the receiver. Successful people tend to have a high need for self-determination and will tend to accept ideas that they “buy” while rejecting ideas that feel “forced” upon them.

• Feedforward can be a useful tool to apply with managers, peers and team members. Rightly or wrongly, feedback is associated with judgment. This can lead to very negative – or even career-limiting – unintended consequences when applied to managers or peers. Feedforward does not imply superiority of judgment. It is more focused on being a helpful “fellow traveler” than an “expert”. As such it can be easier to hear from a person who is not in a position of power or authority. An excellent team building exercise is to have each team member ask, “How can I better help our team in the future?” and listen to feedforward from fellow team members (in one-on-one dialogues.)

• People tend to listen more attentively to feedforward than feedback. One participant is the feedforward exercise noted, “I think that I listened more effectively in this exercise than I ever do at work!” When asked why, he responded, “Normally, when others are speaking, I am so busy composing a reply that will make sure that I sound smart – that I am not fully listening to what the other person is saying. In feedforward the only reply that I am allowed to make is ‘thank you’. Since I don’t have to worry about composing a clever reply – I can focus all of my energy on listening to the other person!”

In summary, the intent of this article is not to imply that leaders should never give feedback or that performance appraisals should be abandoned. The intent is to show how feedforward can often be preferable to feedback in day-to-day interactions. Aside from its effectiveness and efficiency, feedforward can make life a lot more enjoyable. When managers are asked, “How did you feel the last time you received feedback?” their most common responses are very negative. When managers are asked how they felt after receiving feedforward, they reply that feedforward was not only useful, it was also fun!

Quality communication—between and among people at all levels and every department and division—is the glue that holds organizations together. By using feedforward—and by encouraging others to use it—leaders can dramatically improve the quality of communication in their organizations, ensuring that the right message is conveyed, and that those who receive it are receptive to its content. The result is a much more dynamic, much more open organization—one whose employees focus on the promise of the future rather than dwelling on the mistakes of the past.

The term “feedforward” was coined in a discussion that I had with Jon Katzenbach, author of The Wisdom of Teams, Real Change Leaders and Peak Performance.

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Source: http://www.marshallgoldsmithfeedforward.com/html/Articles.htm

Footnote: The Extended DISC Personal Analysis Report (free pdf sample) is the basis of the Marshall’s FeedForward Report. The cover page of the 30 page report is depicted below. To download a brochure on the Personal Analysis Report click here

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Leave a Comment » | Coaching, Team 360, coach: Business Coaching, coach: Executive Coaching, coach: FeedForward, ind: Marshall Goldsmith, lead: Leadership Development | Tagged: FeedForward | Permalink
Posted by extendeddisc

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Marshall Goldsmith Loves Using Extended DISC

Source: Marshall Goldsmith Embraces Extended DISC
http://extendeddiscwestau.wordpress.com/

See also: http://bit.ly/extdisc2Day

Extended DISC was first introduced to Western Australia through Denis McCarthy & Associates. Denis was introduced to Extended DISC by Marshall Goldsmith after reading his 2000 book on “Coaching for Leadership: How the world’s greatest coaches help leaders learn” hailed by Warren Bennis as “the single best collection of writings and writers on executive coaching”. Dr Marsall Goldsmith was listed in Forbes magazine as one of the five top executive coaches and in Human Resources magazine as one of the world’s leading HR consultants. He is a Wall Street Journal “top ten” executive educator and is University Professor at Alliant International University’s Marshall Goldsmith School of Management, which was named in his honor in 2006 (for more on him go here).

Reference links:

Marshall Goldsmith Partners LLC. : Executive Coaching and Training
www.marshallgoldsmith.com/

Marshall Goldsmith Library
www.marshallgoldsmithlibrary.com/

Marshall Goldsmith Blog
www.marshallgoldsmithlibrary.com/blog/

Harvard Business Online’s Marshall Goldsmith
discussionleader.hbsp.com/goldsmith/

Featured Services & Tools Featured Services & Tools
http://www.marshallgoldsmithlibrary.com/html/marshall/resources-services.html
This is a great resource … Developed by Marshall Goldsmith and Extended DISC R&D Team, the FeedForward tool provides individuals, teams and organizations with suggestions for the future and to help them achieve a positive change in the behavior.

Marshall Goldsmith : What Got You Here Won’t Get You There
www.whatgotyouhere.com/html/Marshall_Goldsmith.htm
Dr. Goldsmith’s twenty-two books include: The Leader of the Future (a Business Week best-seller) and Coaching for Leadership.

Source: Marshall Goldsmith Embraces Extended DISC

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Leave a Comment » | * Leadership, Coaching, coach: Executive Coaching, ind: Marshall Goldsmith, lead: Leadership Development | Permalink
Posted by extendeddisc, http://bit.ly/extdisc blog.

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International Coaching Federation

June 10, 2008

partners with Extended DISC

With effect from 15 April 2008 the company Extended DISC (Division of North America) became an official partner of International Coaching Federation. IFC Organization brings together 14 thousand members in 80 countries worldwide. Their mission is to integrate, support and sustain the profession Coach through the implementation of programmes and labour standards in coaching. More information can be found on the website.

Dear ICF Member,

We are proud to be an official ICF Resource Partner and offer the best in behavioral assessments for your coaching practice and clients.

“Extended DISC^® provides information you need.” – Dr. Marshall Goldsmith

Author of What Got You Here Won’t Get You There, a New York Times best seller, Wall Street Journal #1 business book and winner of the Harold Longman Award as the Best Business Book of 2007.

One of 50 great thinkers and business leaders who have influenced the field of management over the last 80 years – American Management Association
One of the top 50 most influential living management thinkers – The London Times

One of the most influential practitioners in the history of leadership development – BusinessWeek

One of the top ten executive educators – The Wall Street Journal

One of the five most-respected executive coaches – Forbes

One of 16 major thought leaders in his field – The Business Times

America’s preeminent executive coach – Fast Company

More information on coaching with Extended DISC can be found at:

• Extended DISC Coaching applications
• Extended DISC Coaching services

Posted by extendeddisc, http://bit.ly/extdisc blog.

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Marshall Goldsmith Keynote speaker at AHRI National Convention 2010 in Melbourne, Australia

Marshall Goldsmith

Bestselling author and world-renowned thought leader in leadership development, coaching, and human resources.
Advocate of Extended DISC Professional HR Assessment system … see his “FeedForward” sample report http://bit.ly/eDrsMG

What got you here won’t get you there: developing leaders for a challenging new world

Marshall Goldsmith is a world authority in helping successful leaders achieve positive, lasting change in behaviour: for themselves, their people and their teams. Applauded as one of the world’s best business thinkers, Dr Goldsmith will discuss the major challenges that come with success and how to use ‘what to stop’ in leadership development and coaching. Participants will get to practice feedforward – a positive, focused tool for development that has been successfully implemented around the world. He will share the published results of research involving over 86,000 respondents on the impact of feedback and follow-up in leadership development. Finally, participants will learn a proven process that leaders can use to help themselves and their co-workers get even better – and how HR professionals can implement this process as coaches and facilitators.

View video

Source: http://www.convention.ahri.com.au/keynote.htm

Why Managers Need To Have A High Level of Emotional Intelligence and Other Soft Skill

by Susan Dunn

A major problem for employers today is getting the best employees and then keeping them. How do you do this? One way is by understanding what it is employees want. Being able to sense what others feel and want is empathy, an emotional intelligence competency, a crucial “soft” skill if you want to have productive employees and a solid bottom line.

Also, as you’ll see in this survey which keeps coming up with the same results, it takes emotional intelligence on the part of managers to meet the needs employees want most.

This survey first came out in 1946 in Foreman Facts, from the Labor Relations Institute of NY and was produced again by Lawrence Lindahl in Personnel magazine, in 1949. This study has since been replicated with similar results by Ken Kovach (1980); Valerie Wilson, Achievers International (1988); Bob Nelson, Blanchard Training & Development (1991); and Sheryl & Don Grimme, GHR Training Solutions (1997-2001).

Print these surveys out and lay them side by side and you’ll see quite a discrepancy.

WHAT EMPLOYESS SAY THEY WANT, starting with the most important

1. Full appreciation for work done
2. Feeling “in” on things
3. Sympathetic help on personal problems
4. Job security
5. Good wages
6. Interesting work
7. Promotion/growth opportunities
8. Personal loyalty to workers
9. Good working conditions
10. Tactful discipline

WHAT MANAGERS THINK EMPLOYEES WANT

1. Good wages
2. Job security
3. Promotion/growth opportunities
4. Good working conditions
5. Interesting work
6. Personal loyalty to workers
7. Tactful discipline
8. Full appreciation for work done
9. Sympathetic help with personal problems
10. Feeling “in” on things

You can see there’s quite a discrepancy here. We don’t leave our emotions at home when we come to work. In fact we need them, to get along, to treat others with respect, and to guide us in making decisions.

Emotional intelligence means understanding your own emotions and those of others, and being able to use this information to make wise decisions, and to negotiate to win-win outcomes for all concerned.

“Soft” skills bring “hard” results in the workplace. Studies have shown that emotional intelligence can bring positive effects to your bottom line. It stands to reason that employees who feel good about themselves and – as they say – feel appreciated and “in” on things, will work better for you, stay longer, and pass the word on that yours is a good place to work.

One of the sad facts about a dysfunctional workplace is that like attracts like. What you have in place now, you’ll likely get more of, as people rise to hiring positions and choose people like themselves, and as the word gets out what it’s like to work for your organization.

Recruiters who go to the MBA schools say that the soft skills are what they are most eager to find, and least likely to find. This sort of training is slowly making its way into the schools. Here you can see the top ten business schools as rated for soft skills: http://topten.org/public/AC/AC317.html .

This data is take from The Wall Street Journal/Harris Interactive Business School Year 2 Survey, based on the opinions of 2,221 MBA recruiters.

Interpersonal communication and other so-called soft skills are what the corporate recruiters crave the most but find the least in MBA graduates, they say.

“The major business schools produce graduates with analytical horsepower and solid command of the basics — finance, marketing and strategy. But soft skills such as communication, leadership and a team mentality sometimes receive cursory treatment.” (WSJ) Recruiters’ comments included “cutthroat,” “soften the edges of the students,” “humility should be a core curriculum course,” “arrogant,” “tone down the egos,” but also “creme de la creme,” “salt-of-the-earth, but a little out of touch,” “marketing gurus” and “quant wizards.”

Have an emotionally intelligent workplace. It’s the smart thing to do. It means establishing a culture in your business respecting such EQ competencies as resilience (the stress buster for the decade), change-proficiency, flexibility, creativity, and Intentionality. Assessments are available to determine the current EQ (emotional quotient) of your staff, and then workshops, seminars, distance learning courses, the EQ Learning Lab and other materials, as well as individual and group coaching, can bring your office up-to-speed in these crucial skills.

Research has shown that raising the overall level of EQ works better than just raising one person’s EQ.

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Susan Dunn, MA, The EQ Coach, http://www.susandunn.cc. Susan Dunn and associates offer individual and business programs around emotional intelligence. Coaching, distance learning courses, ebooks and The EQ Learning Lab .  We focus on long-term gains through personal and professional development.
mailto:sdunn@susandunn.cc for free ezines, put “EQ at Work” and/or “EQ Personal” for the subject line. For daily EQ tips, send blank email to EQ4U-subscribe@yahoogroups.com .

Source: http://www.hrdgateway.org/hub5/hrdgateway/2-2004/index.htm

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