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  • Sitemap
    Leadership Leadership Development Programmes Management Team Development Leadership and Management Development Coaching 360 Degree Feedback Development Centres Team Team Coaching Team Development Coaching Coaching Skills Training Executive Coaching Presenting Yourself With Impact Coaching Creating a Coaching Culture ILM Level 5 Certificate in Coaching ILM Level 7 Certificate in Coaching Coach Supervision Solutions In house Interpersonal Skills Workshops Emotional Intelligence The Myers Briggs Type Indicator MBTI Specialists Presenting Yourself With IMPACT Insights Discovery Developing Talent Personality Profiling Making Change Happen Work Life Balance In House Programmes and Coaching Recruitment and Selection Resources Presenting Yourself With Impact at Work The Book Books And Resources Meet Us What People Say Contact Us Iridium Blog Sitemap Page 1 of 7 Next Pages Assessment Centre Design Development Facilitation and Preparation Bespoke Leadership Development In House Workshop Bespoke People Focussed Solutions for improving organisational performance Developing Talent Emotional Intelligence Training Trainers Facilitation and Facilitators In house Interpersonal Skills Workshops Communicating and Influencing With Integrity NLP for Business Making Change Happen at Work Implementing change Personality Profiling for recruitment selection assessment and development 16PF Personality Questionnaire CPI 260 Hay Group Insights Discovery UK Team Days Training Leadership Sales Recruitment Profiles OPQ Reports Specialist Provider Recruitment Testing and Feedback Realise2 The Myers Briggs Type Indicator MBTI Specialists Presenting Yourself With IMPACT Presenting Yourself With Impact at Work The Book Recruitment and Selection of Leaders Managers and Professionals Books And Resources on Leadership and Management Development Coaching Teams and Presentation Broadcast Media Skills Coaching Client Download Coaching for Finance Directors and Finance Managers Coaching IMPACT Coaching Skills Training Coaching With Impact The Book Creating a Coaching Culture Executive Coach and Coaching Supervision Internal Coach and Coaching Supervision Executive Coaching and Leadership Development Coaching UK London Northampton In house ILM Level 5 Certificate in Coaching for Managers to become internal

    Original URL path: http://www.iridiumconsulting.co.uk/sitemap/ (2016-02-17)
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  • Put your goals in the positive
    Team Coaching Team Development Coaching Coaching Skills Training Executive Coaching Presenting Yourself With Impact Coaching Creating a Coaching Culture ILM Level 5 Certificate in Coaching ILM Level 7 Certificate in Coaching Coach Supervision Solutions In house Interpersonal Skills Workshops Emotional Intelligence The Myers Briggs Type Indicator MBTI Specialists Presenting Yourself With IMPACT Insights Discovery Developing Talent Personality Profiling Making Change Happen Work Life Balance In House Programmes and Coaching Recruitment and Selection Resources Presenting Yourself With Impact at Work The Book Books And Resources Meet Us What People Say Contact Us Iridium Blog Put your goals in the positive 10th Jan 2014 For many years we have been telling clients to make sure any goal is expressed in the positive It seems that the brain doesn t process negatives well If I tell you for example to not think of blue fish your mind is probably now awash with images of blue fish Away from or avoidance goals and thinking directs us away from what we don t want but doesn t provide us with what we do want Research suggests that avoidance goals are bad for our health too Coats Janoff Bulman and Alpert 1996 found that people who tended to set avoidance goals had higher levels of depression and lower levels of well being Lower levels of well being were also reported by Elliot Sheldon and Church 1997 Research by Elliot and McGregor in 2001 showed that framing goals in a towards or approach mode are associated with higher levels of academic performance and well being So put your goals in the positive For example instead of losing weight the goal could be becoming fit and healthy Food for thought Goal setting forms part of many of our coaching leadership and presentation workshops By Colin Graves Posted In

    Original URL path: http://www.iridiumconsulting.co.uk/2014/01/put-your-goals-in-the-positive/ (2016-02-17)
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  • Listening Skills, In-house interpersonal skills
    the grass drinking the morning dew The master nodded approvingly To hear the unheard remarked Pan Ku is a necessary discipline to be a good ruler For only when a ruler has learned to listen closely to the people s hearts sensing their feelings unverbalised pains unexpressed and complaints not spoken of can he hope to inspire confidence in his people understand when something is wrong and meet the true needs of his followers The demise of leaders comes when they listen only to superficial words and do not penetrate deeply into the souls of the people to hear their true opinions feelings and desires Food for thought Being quiet while someone talks is not listening Research shows that listening is key to building rapport and emotionally engaging with others Trust is built by truly listening and so leadership management and coaching require excellent listening skills Being quiet while someone talks is not listening To listen on a proper attentive basis involves 100 attention and remaining in the present moment It requires a genuine attempt to understand the other person appreciate what is actually being communicated in direct and indirect terms Unfortunately many people engage in what I call pseudo listening rather than active listening Pseudo Listening Examples of pseudo listening are Feigning interest by nodding a lot or making agreeing noises to make it look like sound you are listening and interested Focusing on only one or a few parts of the message and drifting off to think about those Listening to interrupt or make your next comment Listening to confirm or deny a previous opinion or point scoring mentally as people talk Half listening while you think about another issue or try to end the conversation If we want to avoid pseudo listening and genuinely tune in to what other people are saying we may want to consider overcoming a number of specific listening blocks There are potentially many of these but let s look at my top nine and then review some ideas for active listening 1 Mind reading Although it is often seen to be a natural part of human nature to guess at least a little about what people are going to say next or where they may be heading in a conversation too much effort invested in trying to do this means that a listener cannot pay full attention 2 Rehearsing When any individually is mentally rehearsing what to say next there is very little capacity left to listen properly This is simply because most of our concentrated effort is on crafting what to say next or even plan several points that you want to inject into a conversation 3 Pre Judging Pre judging is about have a firm opinion about an individual communicating with you either from previous meetings or as you progressively listen to him or her These pre judgments are typically stereotypical and general in their nature and usually allow a listener to pay less attention to what is actually being

    Original URL path: http://www.iridiumconsulting.co.uk/2013/07/do-we-know-how-to-listen/ (2016-02-17)
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  • Margaret Thatcher and Leadership
    directive and pace setting leadership styles can be very effective However research also shows that over the long term these styles have the effect of eroding morale reducing engagement and burning out staff Towards the end of her premiership once the crises were dealt with it seems that Margaret Thatcher s style was less effective Goleman argues in his book The New Leaders that the best leaders are able to flex their approach with skill and use a variety of different styles contingent on the situation Do you predominantly use one style of leadership Do you have a range of leadership styles that you can call upon with skill Do you use the appropriate leadership style contingent on the situation Authentic Leadership Why Should Anyone Be Led By You Another constant theme in the discussions about Margaret Thatcher has been her formidable drive based on her personal convictions Goffee and Jones in their book Why should anyone be led by You argue that the best leaders are authentic and true to themselves Many people have remarked that whether you liked or disliked what Margaret Thatcher did you knew exactly where she stood and she absolutely believed her actions were the right ones Steven Ratcliffe in his book Leadership suggests that leaders need to be very clear about the future they want to see and spend time crafting that personal future vision without which there is no drive behind their leadership So why should anyone be led by you Strengths Based Leadership As I listened to the debates about Margaret Thatcher s leadership with half the country saying she had great strengths and half saying she had great weaknesses I wondered how did she manage to rise to be Prime Minister and then win two further elections Clearly she maximised her strengths goal orientated decisive task focused a formidable debater and influencer a visionary Initially her weaknesses were not seen as critical However later on some of her weakness remained and ultimately her unwillingness to listen or utilise the strengths of her team cabinet led to her being overthrown by her own party Tom Rath and Barry Conchie in their book Strengths based Leadership argue that leaders need to utilise their strengths while ensuring their weaknesses are not derailers Equally often our strengths when over played become our weaknesses and Margaret Thatcher may have overused her forceful style when a more collaborative and inclusive approach may have been more appropriate What strengths do you need to maximise What could be possible derailers to your career Emotional Intelligent Leadership Another consistent theme regarding Margaret Thatcher s leadership is the term the Iron Lady and the famous quote The lady is not for turning Research by Daniel Goleman indicates that corporate leaders of organisations that outperform the average are acutely aware aware of themselves especially their emotions and also aware of the impact they make aware of others and aware of the environment they are in Emotionally intelligent leaders engage at the emotional

    Original URL path: http://www.iridiumconsulting.co.uk/2013/05/margaret-thatcher-and-leadership/ (2016-02-17)
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  • Rejuvenate or relegate? Team performance and the new manager. Lessons from football.
    that time again As we approach the climax of the football season there are eight clubs looking nervously over their shoulders as they become entangled in the relegation dogfight Success means essential financial investment and currency in the war for footballing talent Failure is unthinkable The Premier League ends in May and teams have six or seven games left to make it or break it Teams may perform poorly during the season going through long spells without a win and not giving the best they can It often happens that club leaders unsatisfied with the performance of their team and fearful of relegation appoint a new manager in a bid to turn their season around New managers have the challenge of accomplishing positive results with the same team that has been previously dysfunctional So how do they do it It s all about team spirit In football each club has its own identity Redeveloping this sense of identity is important for any team as this gets team members involved in a common collaborative collective and gives them a sense of belonging Involving the team in generating the mission values and goals means they buy into the project Value the contribution of each team member Players are valued by their individual skills as well as their ability to work for the team Each player in your team must understand their strengths preferences and behaviours and feel a unique part of an intricate mechanism Educate the team to be more self aware and importantly aware of others There has to be mutual respect and trust for teamwork to flourish Ensure your players understand their role in the team what is expected of them and how that fits into the overall team s pattern of play Manager involvement Football managers stand on the

    Original URL path: http://www.iridiumconsulting.co.uk/2013/04/rejuvenate-or-relegate-team-performance-and-the-new-manager-lessons-from-football/ (2016-02-17)
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  • The case for Leadership and Management Development
    now is what s being done to address the gap that Paul Levett chief product officer at SHL described a leadership time bomb We d love to hear whether HR departments and learning and development teams have found this gap appearing in their own organisations Get in touch by using the link at the bottom of this article So what is it that potential leaders need to make that next step up to being actual leadership material Well in terms of leadership development there are a number of interesting points that these individuals should be considering in order to help bridge that gap Consider yourself and those around you What is it that drives and motivates you What are your goals and your aspirations These vary greatly from person to person some long for career progression whereas others are driven by money and a certain lifestyle that success can buy You may even ask if you really want to be a leader Great leaders not only have a clear idea of their own motivators but also the motivators of those they work with As someone with leadership potential do you understand the real drivers of those around you It s only when armed with this knowledge you can begin to truly motivate the people around you to follow you Leaders need followers Communicating and presenting yourself with impact Sounds simpler than it is but every action causes a unique reaction within everyone By presenting yourself with a set of thought out processes and considerations you build yourself up to provide the biggest positive impact you can within the workplace The number one thing we hear that companies want their aspiring leaders to gain is the elusive quality of gravitas Here are two examples Building rapport the obvious one Building rapport

    Original URL path: http://www.iridiumconsulting.co.uk/2012/09/the-leadership-time-bomb-what-are-you-doing-to-bridge-the-gap/ (2016-02-17)
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  • Team GB, Olympic and Paralympic success and lessons for the workplace
    hanging fruit you could easily pick that will help you reach your goals Know the competition In sport it is not just about what you do but also about your competition and so the more you know about the competition and the more you plan for various scenarios that the competitors may use the more successful you will be Do you take into account what your competition may do Get everybody on board Team GB ensured supporters games makers media social media and sponsors were all thought about thanked and looked after This in turn generated a positive buzz around team GB Who do you need to get on your side How will you create a buzz Recruitment and selection Rigororous recruitment for potential Several gold medal winners were not even competing in their events 4 years ago such as Helen Glover in the rowing After the Beijing Olympics the sporting bodies consciously went out to recruit potential medal winners They looked for measureable attributes as well as attitude and trainability in a rigorous selection process that was open to everybody Do you recruit rigorously against competencies Do you test for attitude and trainability Are you rigorous in your recruitment Do you search for diverse talent Selection not based on sentiment Selection was not based on sentiment but as to what was best for the team So Jason Kenny was selected before Chris Hoy for example Do politics or sentiment influence your selections Development Performance Pathways Once selected for a programme athletes had a carefully constructed performance pathway designed to cover the four year period leading up to the London games Interestingly the cycling and rowing teams only had average World Championships in the years between the Beijing and London Olympics as these championships were only on the path to the goal of Olympic domination Do you have a performance pathway Performance Management Athletes constantly get performance feedback data that they can use to improve performance Coaches are also constantly giving feedback on technique often real time How often to you get and or do you provide performance management information Marginal Gains The cycling team is now famous for their performance director Dave Brailsford s fanaticism for attention to detail and making lots of small improvements small marginal gains which all add up to a competitive advantage However each change involves moving from the current comfort zone What marginal gains would make a big difference to your performance Professionalism The Olympics used to be the domain of amateurs now the athletes are very professional in their approach Jessica Ennis trains six hours a day six days a week Are you really professional Be careful professionalism also means having work life balance which I am not sure all athletes have High Achievement Campuses Each sport brought its high achievers together to work and train together For example the boxing team had its best results for years after following this strategy It was also interesting that the Jamaican sprinters spurred each other

    Original URL path: http://www.iridiumconsulting.co.uk/2012/08/team-gb-olympic-success-and-work/ (2016-02-17)
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  • Leadership Lessons - do you create heat or light?
    Recruitment and Selection Resources Presenting Yourself With Impact at Work The Book Books And Resources Meet Us What People Say Contact Us Iridium Blog Menu Home Leadership Leadership Development Programmes Management Team Development Leadership and Management Development Coaching 360 Degree Feedback Development Centres Team Team Coaching Team Development Coaching Coaching Skills Training Executive Coaching Presenting Yourself With Impact Coaching Creating a Coaching Culture ILM Level 5 Certificate in Coaching ILM Level 7 Certificate in Coaching Coach Supervision Solutions In house Interpersonal Skills Workshops Emotional Intelligence The Myers Briggs Type Indicator MBTI Specialists Presenting Yourself With IMPACT Insights Discovery Developing Talent Personality Profiling Making Change Happen Work Life Balance In House Programmes and Coaching Recruitment and Selection Resources Presenting Yourself With Impact at Work The Book Books And Resources Meet Us What People Say Contact Us Iridium Blog Stuck Tube Train Do you create heat or light 25th May 2012 Did you see the tube train stuck in the tunnel on the hottest day of the year so far it took upto 3 5 hours for passengers to get out Heat is often uncomfortable isn t it And light often welcoming Do you direct your energy to creating heat or light Leadership and management requires heat to be put on at times but without the vision without the light at the end of the tunnel there are no followers and leaders need followers Talk to us about leadership development programmes and leadership development coaching http www thisislondon co uk news transport no end to tube nightmare as commuters warned of more chaos tonight 7784613 html Posted In Leadership Leadership Executive Coaching Search for Recent Posts Creating Collaborative Teams Collaboration at Work Where can I get the Myers Briggs Step II profile done Looking for practical and creative coaching tools Our new

    Original URL path: http://www.iridiumconsulting.co.uk/2012/05/stuck-tube-train-do-you-create-heat-or-light/ (2016-02-17)
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