A recipe for disaster or a blue-print for success? How 1 team defied the odds!

As part of my work, I deliver the HR and people development support to a brilliant charity in Bromsgrove. One of their key services is the recycling and resale of unwanted furniture and in January 2014, I was tasked with developing a team of volunteers, to work in the woodwork workshop, a well-stocked space, specifically designed to accommodate a team of up to 5-6 carpenters/workers.

The team now has 8-9 people and continues to face some significant challenges:

• As volunteers, they're of mixed ability and volunteer with different agendas. Some are retired and just want to contribute to society, some have mental health challenges and regard woodwork as part of their therapy, others are encouraged to be there by the job centre (ie - "if you don't volunteer, you'll lose your benefits ... you decide!") 

• Of those seeking jobs, the best will only be with us for a short period of time for the simple reason that they find jobs relatively quickly. Therefore, there's a high turnover of volunteers, and it's usually the best performing job-seekers who we lose. This presents a merry-go-round of new faces for the core members of the team as well as challenges to the quality of service we're trying to offer.
  

• There's currently no funds to pay for a manager/leader/team leader/supervisor. Essentially, they see me as their manager and physically speaking, I'm remote, because I don't specifically work in the woodwork team and I'm only present on site for a short period of time each week. Thus there is a low level of accountability or any sense of central leadership.

• The team is fragmented because the volunteers all attend on different days. Whilst there is a core team of 8, those volunteers who attend only on Mondays will never meet those who attend on Thursdays and Fridays. How do you create unity in such a team? How do you set inspirational team goals which draw in the team? How do you create a smooth hand-over of work between volunteers? The problem is exacerbated by the fact that as volunteers, whilst they favour a set pattern of days, sometimes, they simply show up and leave whenever they want, something which can lead to a 'chaotic' atmosphere.

In spite of these challenges, a vibrant and united team has emerged, producing a superb quality of work within a positive and harmonious working culture. When issues do arise, they generally sort them out with the minimum of fuss. They're the perfect example of a successful 'agile' team although if you asked them what an agile team was, they wouldn't have a clue what you were talking about!

There are some specific reasons why this team is so successful and these reasons provide some useful insights for leadership in general:

Lesson 1) Cautious and Comprehensive Recruitment Process

Part of our mission as a charity is to assist those furthest from the job market, (ie, we'll use just about anyone as a volunteer - whoever you are and whatever's gone wrong for you!) but the woodwork team is different. It's the one team where I'm fussy as to who I recruit because they're the only team without a designated leader.

For the woodwork team, I'll only recruit people with strong technical skills otherwise I'm putting undue pressure on my team and any new volunteer MUST have a 'coachable' mindset: essentially, a blend of humility, general positivity, a desire to get on with people and a good working attitude. There's no room for slackers in the woodwork team. In other parts of the project, I'm more patient in working to develop slackers, but not woodwork. 

Once they've been accepted into the team, I'm clear about what I want and how the team functions so there's no misunderstanding as to what it means to volunteer in the woodwork team. 

Lesson 2) Servant Leadership 

If you'd have told me I'd be leading a woodwork team at some stage in my life, I'd have wondered which illegal substances you were taking! I failed my GCSE in Craft and Design at the age of 16 and I've not improved much since. So rather than point out where people are going wrong (I wouldn't know even if they were), I bring them cups of tea, chat to them about their lives, admire their work and check what they need from me. Such informal chats have led to improvements in Health and Safety and general working practice and this has required them to change how they work. However, the change process has been painless because they've driven it, spurred on by my non-threatening questions and genuine concern for their well-being. 

They recognise that I exist to serve them and I deliver on my promises (big and small). It's no surprise that in seeing how their leader treats them, they pass on the same behaviour to each other. 

Lesson 3) Positive coaching environment  

They work autonomously and are allowed to experiment with techniques and ideas (so long as it doesn't endanger their safety). If their experiment goes wrong, we look at what we can learn and move on. As a result, they don't stop chatting (about their work) and there's a constant flow of education among the team, something which underpins a great pride in what they produce. They don't need to be told to work hard or be more focused because the pride in their work takes care of this. 

Lesson 4) Humble team spirit  

There's some serious skills in that team, but it's fascinating to see that no one brags about what they do. They encourage each other, recognise that each has more to learn and are very welcoming to new volunteers. It's wonderful to see their obvious delight when a colleague has produced yet another brilliant piece of work, whether it's restoring a rocking chair or bringing a wardrobe back to life and saving it from landfill. This culture characterises the team but I believe it's been born out of lessons 2 and 3. 

Lesson 5) Systems (simple, safe and sensible)

Given the chaotic nature of attendance, the high turnover of quality team members, the tight working space, the range of hazardous power tools and overwhelming workload, the role of effective systems is vital. We regularly review our processes so the chaos is minimised and does not evolve into foggy confusion.  Our systems and procedures must be simple, safe and sensible, yet also have the potential to be easily re-shaped so that as the team grows, changes are gradual and constant rather than infrequent and catastrophic! It's one of my tasks as the leader to stay on top of the systems and help the team develop them in line with their own evolution. 

Lesson 6) Clear sense of why they're individually & collectively priceless!

Some volunteers in the team will never meet each other, but they all understand the crucial purpose of why their team exists. It's made clear to them at the beginning of the recruitment process and is constantly re-enforced by me, the rest of the leadership team at the charity and by the other woodwork volunteers. Because of the volunteers, the charity saves on landfill and after restoring the furniture back to it's original state, it's sold at very low-cost to financially disadvantaged people and in many cases, it's given away for free to people in critical need. The volunteers understand this - it will never stop being re-enforced and they'll never stop hearing the moving stories about the customers/clients who benefit from their skills.

... a wonderful team; diverse, rich, thriving, engaged and beset with challenges - it's a privilege to watch it unfold!  

Available now on iTunes & Amazon: The Impact Code - Unlocking Resilience, Productivity & Influence  http://goo.gl/619iE4

Thanks for reading - I help people achieve more in their lives by developing their resilience, influence and productivity.

Call me - 0121 420 3457 / 07760 444 946
Email me - enquiries@impactlife.co.uk
Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain
Connect with me on Facebook - https://www.facebook.com/ImpactLifeUK
Connect with me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

Leadership/Parenting Tip: Getting the best out of those we lead

Most of us are guilty of it at some point or another ...

"I've told you not to put it there a thousand times."

"How many times have I said not to eat on the sofa?

"I told you again and again that you'd struggle to pass your exams if you didn't revise."

We badly want our children/team members to succeed and on the surface, we understand that the more patient our approach when things go wrong, the better our level of rapport with those we lead, but:

Surely there are times when 'saying it how it is' is not only acceptable, but advisable? I'm afraid not! 

Whether we like it or not, people largely behave according to the identity they hold for themselves and that identity is greatly influenced by who they perceive as their leaders. If you encourage your children/team members to believe that they always forget what you say and/or they never listen to you, they're more likely to live up to that behaviour rather than avoid it, regardless of the punishments waiting for them. But if you encourage them to believe that they're better than the behaviour they exhibit and that you're actually surprised by it (whether it's truly what you believe or not), you subtly influence their subconciousness to want to achieve better and to also believe that it's possible.  

"I've told you not to put it there a thousand times."

"I'm surprised you've put it there because I've mentioned it a few times now and you're a good listener."

"How many times have I said not to eat on the sofa?"

"Considering that you're so switched on as a person, I'm both annoyed and surprised that you're eating on the sofa when I've asked you not to."

"I told you again and again that you'd struggle to pass your exams if you didn't revise."

"At the moment, I'm gutted for you that you didn't pass. I know you're better than the mark you achieved and I've no doubt that you'd have secured a much better mark had you revised more than you did."


Final Thought: 

If you pride yourself on being a straight-talking leader, think before you talk and ask yourself:

1) Is my straight-talking linked to my need for an ego boost?

2) How do others feel when I 'say it how it is'?

3)  Is my straight-talking the wisest psychological response to this issue? Or a knee-jerk reaction born out of my annoyance?

Available now on iTunes & Amazon: The Impact Code - Unlocking Resilience, Productivity & Influence http://goo.gl/MFq3oE

Call me - 0121 420 3457 / 07760 444 946
Email me - enquiries@impactlife.co.uk
Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain
Connect with me on Facebook - https://www.facebook.com/ImpactLifeUK
Connect with me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

What's The Impact Code about?

The Impact Code is not a book about goal-setting, being passionate and living the dream. You can already find lots of those.

The Impact Code isn't a long and wordy book, which takes you a month to read but six months later you can only remember one or two of its key points. You can find lots of those too.

The Impact Code is a book which gives 24 memorable insights to develop your resilience, productivity and influence, so you're equipped to make a lasting impact on the world around you. Whether you're a business leader, a team manager, an entrepreneur, a parent, an aspiring professional or young person, your ability to make an impact will define how successful you become and how happy you feel. Imagine how your life would be if you could:

• Attract more people to follow you - out of choice not obligation
• Bounce back quickly from your disappointments & set-backs
• Overcome your fears and live beyond your current horizons
• Achieve more without adding to your overstretched 'to-do' list

Choose to make an awesome impact in your world or don't - it's up to you!

Grab your digital or paperback version via Amazon at: http://goo.gl/619iE4

Call me - 0121 420 3457 / 07760 444 946
Email me - enquiries@impactlife.co.uk
Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain
Connect with me on Facebook - https://www.facebook.com/ImpactLifeUK
Connect with me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

Cracking The Impact Code - It's easier than you think

Some people do it on their deathbeds, others as they see in the New Year or relax on holiday but all of us do it at some point. We ask ourselves:

Is my life a success?

Am I happy with how things have turned out?

Am I doing well in spite of the challenges I face?

Our answers will depend on one vital piece of information: the extent of our impact on the people and experiences of our lives.

We can't all be the next Steve Jobs but we all want to make our mark and leave a legacy that's valued by our loved ones, work place and community, and our need to make an impact runs deep. When you believe you contributed to the development of someone or something (however small or big), you feel inspired and alive. But when you feel your impact is lacking, the road to self-doubt can be surprisingly quick, even for positive people, and before we know it, we can see ourselves as ineffective victims living in an unfair world.

'The Impact Code - Unlocking Resilience, Productivity and Influence' gives 24 powerful insights to develop your resilience, productivity and influence, so you're equipped to make your mark. Each one is written in a style, which is easy to access and apply so whether it's New Year's Eve, a summer holiday or just another day, choose to make an awesome impact in your world and grab your copy of The Impact Code.

Available now on on iTunes and Amazon in digital & paperback: http://goo.gl/619iE4

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain
Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974

Check out my website - www.impactlife.co.uk

How to create maximum influence - 2 tips

We've all been there and we've all done it:

"Don't eat too many sweets, they're bad for your teeth"

"Don't step in the road, you could get hurt." 

"Don't play on the fence, it might break."

"Don't send it like that, she's our best customer."

Whether it's business or home, most of us at some stage in our lives will fulfill roles, which require our positive influence. It might be eating too much sugar, walking in the road, playing on a flimsy fence or sending a sub-standard piece of work to our best customer, but regardless of the scenario, we want the other person to obey our command in the here-and-now and also to remember for next time.

But more often than not, the more we repeat the same old negative commands, the less effective we become because the person on the receiving end sees us as an old nag. When this happens, delivering any sense of meaningful influence becomes a major struggle.

If you want other people to respect your authority, whether you're leading a team at work, or leading your family unit, I suggest you ditch the word "don't" from your vocabulary. It doesn't matter how many times you issue a command, if it begins with the word "don't", the brain of the person on the receiving end will fixate on what follows this word rather than not doing the thing you want them to avoid.

Example:

Imagine it's a hot day and you've had nothing to drink for a few hours. The sweat's pouring down your brow and I say, "don't think about a cold, lemonade ice lolly, the sharp, sweetness of the lemons, the ice cold lolly in your mouth, just don't think about it". Of course, your brain will think about the lolly and will conveniently bypass the word "don't". It's the same for adults and for children and happens regardless of the situation.

Tip 1) Issue positive commands and be specific about what you want to happen. Practise your new style of command so it becomes a habit. I can personally vouch for the fact that getting rid of "don't" can take some getting used to:

"Don't eat too many sweets, they're bad for your teeth

"You need to eat less sweets in order to take care of your teeth."

"Don't step in the road, you could get hurt"

"Walk on the pavement because it's safer."

"Don't play on the fence, it might break"

"Get off the fence and leave it alone, it's flimsy and might break."

"Don't send it like that, she's our best customer"

"This document needs more work on it, it looks messy and I've already spotted a few typos in the text."

Tip 2) Coach rather than command, particularly in situations where there's no immediate danger. Ask questions which encourages the other person to think about the situation so that they engage and come up with their own answers.

Whilst it may feel easier to issue commands, easy is not necessary effective and people on the end of constant commands become passive spectators and immune to your authority. They may appear to listen to you but their minds will usually be elsewhere and they'll forget what you said ... that's if they ever heard you in the first place!

"How is eating too many sweets a problem for you?"

"Why is the pavement a better place to walk than the road?"

"What could happen if you keep playing on the fence?"

"If you send the document like this, what do you think our client will think?"

Now available on iTunes and Amazon: The Impact Code - Unlocking Resilience, Productivity & Influence  

http://goo.gl/bSd6M6

Thanks for reading - I help people achieve more in their lives by developing their resilience, influence and productivity. 

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain
Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974

Check out my website - www.impactlife.co.uk

Creating influence using 1 key question

How do you engage a group of repeat, youth offenders, so they enthusiastically participate in an anger management session, which they haven't chosen to attend and which they most definitely resent?

• Help them to answer a key question for themselves ... a question which determines whether they cooperate or not ... WHAT'S IN IT FOR ME?

As humans, we simply can't help it! If we're going to allow ourselves to be influenced by someone or something, we need to know how our life will be better once we've been influenced and even the most selfless people are never completely out of touch with their self interest.

Without the knowledge of 'what's in it for me?', we'll either choose not to cooperate, or in the very best case scenario, we may possibly explore things, but with our guard up (even if we like and trust the influencer). It may sound obvious and certainly most decent salespeople work hard to ensure that their buyers knows how their lives will be better if they make the purchase. But outside of sales, it's a thought which is often neglected when it's most needed.

Imagine:

- A dad hoping to encourage better behaviour from his child.

- A team leader trying to provoke a cultural change within the team

- A Managing Director trying to convince his/her board members of a new idea to exploit?

Real influence happens when the other person understands what's in it for them and it's up to the influencer to ask questions or communicate a vision, which creates this understanding. There are of course times when, whichever way you look at it, there really is nothing in it for the other person/people, but more often than not, it takes just a bit of creativity to re-frame the intended change so it's more attractive.

Example:

The repeat offenders who experienced my anger management session quickly developed their desire to learn more about anger management because I deliberately referred to it as something else.

Through a number of simple exercises and compelling stories at the very beginning of the session, they understood that if they learn how to influence people without resorting to anger/bullying tactics, they're more likely to:

• Get their own way more often in the things that matter to them

• Enjoy more success at work and in their relationships 

• Experience more happiness in their lives

The words anger management were not mentioned at any point during the session. My approach answered their burning question (what's in it for me?) and established the session on a positive footing. As a result, their enthusiasm was infectious and the session went like a dream.

Influencing Tip:

If you hope to influence other people on a particular issue (adults or children), help them to first answer a key question ... What's in it for me?   

Available now on iTunes & Amazon: The Impact Code - Unlocking Resilience, Productivity & Influence http://goo.gl/GLmB2R

Thanks for reading

I help businesses become more profitable by developing their people:

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

Leadership Howler 9 - Straight Talking v In-Your-Face Talking

Many leaders revel in their ability to straight-talk.

"I say it how it is"

"I cut through the c**p"

"I say what needs to be said"

"What you see is what you get"

They can see it as a major strength, as something which demonstrates sharp thinking, courage and intelligence. But whether or not their straight-talking has been successful, can only be judged by the outcome, much of which is determined by how the people on the receiving end of it feel.

For the people who have to endure it, straight-talking often demoralises or creates resentment because it lacks sensitivity and is delivered prematurely, whilst for the straight talker, it's an opportunity for an ego boost and to let off steam.

If you see yourself as a straight talker, it's not necessarily a bad thing and it can be an important strength. But in order to use this strength wisely, I recommend you adhere to the following tips, so that your straight talking leads to a positive outcome, rather than a cold smack in the face for the people who have to endure it.

- Never straight-talk via email or text.

- Always straight-talk after you've stood in the other person's shoes and considered how your straight talking would best be delivered.

- Always deliver it with a clear win/win outcome in mind.

- Always deliver it after a full consideration of the facts, and never before.

- Always deliver it after you've weighed-up the crucial question. Is this an ego boost for me? Or is it genuinely to create a positive and win/win outcome?

If your straight-talking is in-your-face-talking, people won't warm to you and if they don't warm to you, delivering long-lasting influence is virtually impossible.

Thanks for reading

I help businesses become more profitable by developing their people: 

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

Leadership Howler 8 - Responsibility Shirker

I was at a major retail outlet recently and as the queues for the tills got longer, so the waiting customers got stroppier and the staff working the tills got more stressed. There were clearly not enough staff to handle the volume of customers. 

Suddenly, the fire alarm went off and we all filed outside. It was at this point that the store manager made his first appearance and joined us on the forecourt. 

The fire alarm finally stopped and we headed back inside. Unfortunately for the staff working the tills, the queues were now in utter chaos as people jostled to the front and argued about who was first before the fire alarm went off and who was queue jumping. At that point, I noticed the store manager take one look at the situation, before disappearing quickly into a back office leaving his poor staff to deal with it. Interestingly, one of the staff in the middle of it all, glanced up to see him make his sharp exit. 

This is a true story by the way ... one small incident and one quick decision by a store manager which will cost him dearly for a number of reasons:

• His staff won't care, because their leader clearly doesn't.
• His staff won't respect his authority because he's just proved that when things hot up, he runs for cover. 
• His staff won't go the extra mile for him because he didn't for them.
• His staff won't commit to his cause or follow his leadership because no one follows a scaredy cat.
• His attempts to get the best out of his staff will be purely academic from now on because his actions speak louder than his words.

Good leaders recognise that in difficult times they must be present, acting decisively in the situation for the good of the team. This may well take them out of their comfort zones, but it's part of leadership. The alternative is to stay in your comfort zones and let others deal with the mess, but your team will notice and they will judge you for it. 

Thanks for reading

I help people to achieve more by developing their resilience, influence and productivity. 

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

Leadership Howler 7 - The Blame Game

“These things shouldn’t have happened because we’d organised the players to be picking up the city targets who we’d singled out for attention. That’s why I’m extremely disappointed."

These are the words of Alex Mcleish, manager of Aston Villa Football Club during the 2011-2012 season, interviewed following his team's defeat to Manchester City. 

Under pressure from the media and the villa fans, Mcleish passed the blame for the defeat onto his players because in his opinion, he'd organised things properly at his end, but his players had failed him on the day. In the face of the pressure and disappointment, Mcleish was on a personal P.R. exercise.

Unsurprisingly, a lack of morale and team spirit characterised his team's performances throughout the season and at the end of their dismal campaign in 2011-2012, Aston Villa barely survived relegation and Mcleish was sacked. 

So what can business leaders learn from Alex Mcleish?

Inspirational leaders accept a share of the blame when things go wrong, something which weaker leaders could not possibly contemplate, ("Why should I take the blame for other people messing up?"). 

Inspirational leaders accept a share of the blame because they accept that the very act of leadership implicates them in the consequences of things going wrong, and they also understand that when they share the blame:

1) They take the heat off their team, which builds rapport and team spirit.  

2) They open up the opportunity for increased learning. When people experience set-backs, or they 'screw-up', there probably is something which the leader could have done differently in order to have influenced a better outcome. By seeking to learn rather than blame, inspirational leaders ask their team members questions like:

"What can I do as your leader/manager, to help you in future, so this doesn't happen again."

"Is there anything I could do, which I'm not currently doing, which would help you to do a better job in future?" 

Thanks for reading

I help businesses become more profitable by developing their people: 

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

What can leaders learn from the appalling standards at Stafford Hospital?

The scandal at Stafford hospital is beyond belief. When we learned of the horrendous stories between 2005 - 2009, many of us wondered how it could possibly have happened. Recently, the HSE reported that as many as 1200 patients may have needlessly died between 2005 - 2009 due to appalling failures of care.

But what can leaders learn from "the NHS's darkest day"?

1) Financial targets v customer experience:

Staff complained of ruthless cost cutting and targets. Sir David Nicholson (current head of the NHS and Senior Health Service Manager for the area at the time of the scandal), was known for pushing stringent targets and financial streamlining. Whilst his intention was to improve efficiency, by focusing so hard on this aspect of the organisation, he compromised the human face of customer service and encouraged a culture of corner cutting in order to achieve tough targets.

What Sir David Nicholson appears to have forgotten is that the principal target for every organisation should be outstanding patient/customer experience because once you lose this as your key goal, what's the point of existing? Of course businesses must keep a firm grasp on financial prudence and return on investment, but once they prioritise these aspects of business over customer experience, they risk poor service, poor products and a staff who become disengaged because they've lost sight of the value of what they do.

The Balanced Scorecard is a well known performance management tool which links 4 aspects of organisational success:

1) Finance
2) Process
3) Customer/Patient
4) Learning and development

If Sir David Nicholson used one between 2005-2009, it would appear his main focus was on finance, rather than keeping each area under close scrutiny and his approach was anything but balanced!

2) The role of compassion:

The report clearly states that there was a lack of compassion and humanity at Stafford Hospital. For some people, the ability to demonstrate empathy is a personal development issue and will take time and commitment to improve, but in reality, most of us do have compassion at our heart and it's what makes us human.

However, our ability to demonstrate compassion can become compromised when we're under intense pressure and work in a culture of fear and targets. In this situation, even selfless people can find that their natural tendencies are influenced by a need to 'do what it takes to survive' and become more selfish. Once staff members become more selfish, your organisation is in big trouble and the end result is increased staff tension, decreased staff performance and poor customer satisfaction. Whether it sounds soft or not, compassionate staff members are key to organisational success.

3) Leadership:

The family and relatives of the victims of the scandal remain defiant that the people at the top should face criminal proceedings. Whichever way you look at it, it is the decisions of the leaders at Stafford Hospital which have prompted the crisis. From recruitment, to training, to culture and policy, it is leadership who have set the tone for the hospital so they have to take the blame. Leadership is exciting, it can pay well and it's challenging, but it brings enormous human responsibility, something which many of the most charismatic and skilled individuals are not cut out to handle.

The selection of quality leaders remains a key aspect for businesses which want to survive and thrive, but crucial to leadership performance is the ongoing development of the softer skills (i.e. compassion, selflessness, cultural sensitivity and care), because the impact of a lack of soft skills is anything but soft, as the victims of the Stafford hospital scandal would tell you!

Thanks for reading

I help businesses become more profitable by developing staff performance:

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk