Do You Help or Hurt Your Organisation?

As a Manager, do you help or do you hurt your organisation? Do you help or do you hurt your team’s ability to perform optimally?

You may do both at certain times in certain situations each and every day. Perhaps even without thinking about it! A little focus will enable you to focus on undertaking and delivering the few things that really matter, rather than getting caught up in the many things that don’t.

How To Develop Emotionally Intelligent Managers

Emotional Intelligence training for managers can be well intentioned, but fall flat on its face when the ‘learning’ focuses mainly on the theory rather than practical application of emotional intelligence skills in the real-world of organisations.

As an aspiring or existing manager, the importance of developing Emotional Intelligence skills and competencies cannot be overstated. In this 4 minute video clip, Emotional Intelligence expert and presenter Scott Watson shares a few thoughts on how traditional management styles and practises deserve to be complemented with a set of unique and deeply human skills.

Emotional Intelligence Training – Trainers and Coaches Need It Too!

Emotional Intelligence Training and coaching is often reserved for managers and leaders. Why?

Largely because managers and leaders are responsible for, and expected to, enable and engage team members to perform at, or near, their best each and every day. As you may know, this can be quite a challenge, even when the Manager or leader is technically brilliant!

But one audience overlooked all too easily is Emotional Intelligence Training for in-house Trainers and Coaches. The very people who are charged and trusted with educating, equipping and enabling your employees to undertake their role effectively, and connect with your customers, internal and external, in a professional manner.


Have you ever participated in a training course, perhaps a management training course or team building course where the person at the front of the room, hoping for your attention and involvement, knew the process, systems or procedures inside-out, upside-down and back to front, but didn’t perhaps appear to enable your learning?

Instead, s/he was more ‘spouting information’ and getting through their course syllabus rather than stepping in to your world and beginning the learning journey from where you were, rather than expecting you to join them where they thought you were? How Frustrating is that? VERY!


An audience of teachers recently didn’t take too kindly to my comment that ‘Just because you are teaching, it doesn’t necessarily mean your students are learning‘. I doubt I’ll be invited back, but, my comment did strike a chord with the HR Manager at the school who told me that she had never thought about the quality of learning in this way before. After all, where do teachers, busy managers, under pressure HR and Training team members get the chance to plan ahead? Plan ahead to focus on ‘What does my audience need and value most?’ rather than ‘What do I think I should tell them?’ The latter approach lacks empathy, and people do tend to enjoy a healthy dose of empathy (bedside manner) when they’re not feeling comfortable, competent or confident about learning something new.


Emotional Intelligence Training can help you and your colleagues to learn some proven, easy to use ‘soft skills’ that can deliver ‘hard’ results, and it doesn’t matter whether you are a private, public or charitable organisation. These Emotional Intelligence skills and competencies are as relevant and effective in virtually any environment.

Some of the specific benefits of Emotional Intelligence Training for Trainers include:

  1. How to develop empathy to engage learners (including reluctant learners) in their self-development. Promoting more personal ownership of performance is rarely achieved by imposing – it’s achieved by collaborating.
  2. Developing emotional resilience and greater ability to bounce back from learning ‘failures’ more quickly and easily. Everybody will fail at some point and helping colleagues recover more quickly and get back on track is very powerful.
  3. Boosting collaboration in the learning environment through improved facilitation competence rather than the ‘Chalk and Talk‘ approach. Remember, just because you are presenting does not mean that your audience members are learning!
  4. Promoting the opportunity to ‘fail safely’ in a genuinely supportive learning environment can do wonders for self-confidence in a learner. This is rarely achieved if the learner believes that the Trainer or Coach has more focus on getting through their content, rather than supporting them.
  5. Think of it this way. You’re not well and you visit your local doctor’s surgery for an appointment. You have the choice of an appointment with one of two doctors. Both are technically proficient, suitably qualified and with lots of experience.Doctor 1’s focus is on ‘processing you‘. To obtain the relevant information and prescribe some form of treatment.

    Doctor 2’s focus is on ‘understanding you‘. To obtain the relevant information and prescribe some form of treatment having understood where you’re at and what your outcome is. The bedside manner is authentic and empathic. Their communication, collaborative.

Who would you choose to treat you? Now relate your decision to your in-house training, coaching and HR team. External partners too. The same principle applies. Are your employees really gaining the best possible benefit from your investment in their training, whether it be emotional intelligence training, management training, customer service training or technical training of some kind?

Management Development Training – Developing High Trust Relationships

Management Development Speaker Scott Watson shares a metaphor about how managers can develop team members who take more personal ownership for their performance and results.

Presenting to an audience of IT Directors, the audience explored how to deal with problems and issues in a more Emotionally Intelligent and collaborative manner to achieve solutions more quickly, cost effectively and efficiently.

5 Ways To Boost Your Performance As A Manager

Would you like to learn 5 quick and easy tips that can boost your effectiveness as a Manager?

Here are 5 top tips on how you can boost your personal effectiveness as a manager without attending a management training course. When you consistently apply these tips for ten consecutive days, you’ll soon begin to notice very positive changes and improvements.


time management trainingToo many managers are so focused on the process of getting the job done that they often overlook, or completely forget, about the need to support their people in delivering the outputs required in a structured, (and hopefully) stress free manner. I do hope that this isn’t you?

Finding and taking time to effectively brief your team members on what you expect from them, why you expect it, how you will support them to achieve their targets and goals, and being genuinely supportive, will boost clarity, develop shared responsibility for the delivery of outputs and achievement of goals, and, develop high trust collaborative relationships along the way too.

If you’re thinking that doing this is a little ‘touchy feely’ and not worth investing a little time and focus in, put yourself in your team members shoes. Would you prefer a Manager who tells you what to do, and then doesn’t offer support, or would you prefer a Manager who is more like the example above?

How you support your team (or not) will define whether your team members work with you or against you. It’s quite an easy choice when you think about it, isn’t it?


Many managers wrongly believe that if they haven’t got multiple projects, with conflicting deadlines and a hundred or more emails to deal with, something is wrong. Thinking time, reflection time, planning time, can be viewed as a little strange, even uncomfortable.

In reality, there are just a few things that you need to do that really matter and add value to your organisation. They are preparing, planning, delegating, collaborating and focusing on achieving specific, value adding outputs. I recommend Covey’s 7 habits of highly effective people programme to you for more on this subject.

Consider this. How many meetings do you attend through habit or duty, rather than because you add value? Too many I expect. How many times each day is your attention diverted from what you are doing, because your email ‘pings‘ or you simply check it anyway because you’re either bored, or not wanting to feel vulnerable by potentially missing out on something ‘important‘ landing in your inbox?

Switch your email alert to silent and remove any on screen notification too. They are worthless, wasteful distractions that top performing managers learn to ignore and place little value on. Politely decline to attend those meetings where you don’t need to be, but to which you currently go anyway.

Invest a little more in quiet time at, or away from your desk so that you can develop real clarity on what is really important (and why), and what activities are deserving and in positive need of your attention each and every day.

Top performing managers proactively manage their emotional and mental focus and time rather than having time manage them. Will you do it too and begin moving towards the top 1% of managers in your organisation?


emotional intelligence coursesBeing technically competent is a very positive start in your management career. At the very least, if you’re not yet technically competent as a manager, you should consider having a structured personal development plan in place to become competent and confident in your role. This includes the people aspects of management as well as processes and systems.

In the rush to deliver tough targets, many managers unwittingly stop asking their team members how they can support them. The top 1% of managers do exactly the opposite. They continually ask team members ‘What are two things I can do to help you do an even better job?’ and ‘If there were two ways I could support you more effectively, what would they be?’

Simple questions right? But very powerful questions which boost communication, collaboration and trust between you the Manager, and your team members.

If you want to develop and maintain an emotionally engaged, committed and highly motivated team, you need to go first. You need to consistently demonstrate the behaviours, attitudes and standards you want your team members to demonstrate, collectively and individually. It’s not as hard a task as it might sound. In fact, with a little practice, it becomes less awkward and uncomfortable, and develops in to a low maintenance habit with a very positive up-side. Try it for ten days and notice the difference.


You don’t have to do everything and you don’t have to know everything either. Did you know this?

Some managers refuse to delegate tasks to team members because they believe that sharing of information is a loss of power and status. Some managers delegate, but without structure, clarity or agreed support for their colleague, and it can feel more like ‘abdication‘ rather than delegation. Either of these two positions is potentially damaging to your organisation. And they are most definitely potentially damaging to you, your reputation and your personal credibility.

Highly effective managers delegate effectively, viewing the allocation of tasks and projects to colleagues as a value-adding activity. Indeed, when done correctly, delegation can serve to be a powerful trust and team building activity. It develops and spreads skills within and across your team and, allows you, the manager, to focus on doing those few things that really matter while your colleagues feel genuinely supported in developing their skills, expertise and knowledge in specific areas.

Yes, you will be a supportive coach during the delegation process, and you will also share responsibility for the successful delivery of the required output, but you won’t be doing tasks and projects that, properly planned, others can undertake.


It’s all too easy to catch people doing things wrong and then reprimand them for their errors. After all, the human brain doesn’t enjoy having to deal with people and situations that cause it a headache!

Highly effective managers, as well as addressing inferior, poor or unacceptable performance and/or behaviour, are also adept at catching team members doing things right. They are constantly on the lookout for exemplary performance, that little extra effort, and that fantastically positive attitude that continues to shine through even when potential solutions to a seemingly insurmountable problem are being explored.

Such managers express genuine gratitude to team members who do that little extra, stay late to complete a task or resolve an issue, even though they didn’t have to and weren’t expected to. Do you? If you do, do you do it enough? Do you do it at the right time, for the right reasons, and do you do it authentically?

I am not suggesting you scour your office to provide shallow praise to your colleagues. I am though inviting you to notice the good things that your people do, and this way not only will they appreciate your attention and thanks, you’ll also develop a more loyal team who go the extra mile through personal choice, rather than obligation.

Our extensive research has identified that the top 1% of managers continuously practice the activities you have just read, and their practice pays significant dividends in terms of improved motivation, performance, quality and productivity. Why not give them a go for just ten consecutive days and see how things improve?

Free 2 Week Email Course

management training courseIf you haven’t already, why not sign up for our 2 week Introduction To The Secrets of Top Performers email course? You’ll learn how to boost your personal effectiveness, enhance team engagement, motivation and productivity and significantly improve your personal credibility.

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One To One Personal Coaching

Expert One To One Personal Coaching Focused Entirely On YOU…

A One To One Personal Coaching Session can help you to:-

  • Overcome and resolve a difficult or sensitive situation.
  • Boost your influencing and negotiating ability.
  • Present with greater impact and more easily influence your audience.
  • Maximise your personal impact in high-stakes situations.
  • Transform your assertiveness and self-confidence.
  • Prepare you for a job interview or assessment centre.

management coachingYour 60 or 90 minutes Personal Coaching Session takes place over the telephone or Skype with Scott Watson or Dirk Bansch.

“The coaching was fresh, appealing and delivered some great learning”

C Crane, Senior Manager, NHS Suffolk,

Your Investment

£199 for 60 minutes

£239 for 90 minutes

Please Note: Due to our international commitments only 5 coaching slots are available each month. Early booking is advised.


When you confirm your order you will receive a welcome email from us. Please respond to the email with your Skype ID and landline telephone number, plus answers to the 5 questions which will enable us to prepare in detail for your coaching session.

Please note no refunds are available for cancelled coaching sessions or following the completion of your coaching session. If you need to postpone, we understand this and your coaching session must be completed within 4 weeks of the agreed date or your session will be forfeited with no refund due.

Customers Service Training That Delivers a ‘WOW’

Forget customer service. In it’s most basic terms, it’s definition can be ‘What our organisation thinks our customers want‘. And throw aside the current buzz phrase of ‘customer satisfaction‘ too. Why? Well, because your customers WANT more and possibly DESERVE more than plain old ‘satisfaction‘. Shouldn’t ‘satisfaction‘ be an entry point for attracting and retaining customers, rather than somehow a final destination?

In this article, I’m going to share with you how you can ‘WOW’ your potential and existing customers. You can even WOW your peers, internal customers, stakeholders and other parties too by applying these straightforward approaches, tools and techniques. And, the bonus for you is…..THEY WON’T RUIN YOUR HARD EARNED BUDGET as they are all completely FREE! Worth reading on?

The postcard which accompanies this article was the nice surprise I received upon arrival at a hotel following a long and tiring journey from the UK to Bahrain in 2008. This trip was my fourth to the Radisson Diplomat Hotel and upon entering my room, Room 914, on my pillow in a Radisson BLU branded envelope.

This postcard was inside the envelope. What a wonderful, authentic welcome from the hotel’s Executive Assistant Manager, Mr Alex Willats. Alex has since gone on to run award winning hotels in Thailand and Singapore – and with his approach to communicating and serving customers, it’s easy to understand why! There’s a media article featuring Alex further down this article for you to enjoy.

Good Practice – Is It Really Good Enough These Days? 

OK, you may be thinking ‘Well a postcard welcoming you back is just ‘good practice’ if he knew you were returning.’ The key point here is…he didn’t know! I hadn’t been in contact with Alex for more than six months. My reservation was made through the hotel’s reservation team who, having spotted my previous visits asked ‘Mr Watson, you stay in room 914 a lot. Is that your favourite room, or would you like us to allocate you a different room with an even nicer view…also, without an adjoining door?’

Long story short. Someone in Reservations remembered my preferences (a pool view, ideally with a sunset, no adjoining door…as noisy neighbours can be really noisy when an adjoining door is involved) and then, thought to let the Executive Assistant Manager know of my visit. Good eh? It gets better.

Having taken a refreshing shower, I heard my room phone ringing. It’s the Restaurant Manager, a genuinely friendly Indian gentleman whose name I forget, who says excitedly, ‘Mr Watson, welcome back to your home in Bahrain. May I invite you to join us for dinner this evening, or if you are tired, I am very happy to arrange room service for you. Which would you prefer?’ Well, with an invitation so genuine, and refreshed from my shower, of course, why would I not wish to enjoy his hospitality and great food? But it didn’t stop there.

You Don’t Even Need To Speak The Same Language To WOW

The next morning, ahead of a busy day of business meetings, I decided to have a swim in the outdoor pool under the blistering sun. Within just a few seconds of my exiting the hotel building and heading towards the pool, a pool life guard named Ramu, from Kerala, quickly approached me with a big smile and in his heavy Indian accent and broken English said ‘Welcome back Mister Scott, I happy welcome you.’

Following a firm and friendly handshake, he then ushered me towards what he remembered (from 10 months previous) was my ‘favourite spot’ by the pool. And it was. Despite Ramu’s lack of English language skills, he asked me about my family, told me about his young daughter and how she was growing, and much more. Before I sat on the sun lounger, Ramu picked up the perfectly good towels which had already been placed on the lounger, jogged off to his little office, returning with what appeared to be even fluffier, bigger towels. Not at all expected or needed by me, BUT, RAMU WANTED to make my pool visit as special as he possibly could. He’s a life guard…NOT in Guest Relations…but he still ‘WOW’ed!

See, even when people don’t speak the same language, you can still have a ‘WOW’ experience.

But let’s move on from the Radisson in Bahrain and explore some other instances of ‘WOW’s’ and ‘Ouch’s’.


Have you ever visited a restaurant, store or hotel and been greeted with ‘Welcome‘ and you just knew the employee was saying the words, but not really feeling the love? Strangely, one supermarket has employees who officially hold a job title of ‘Greeter’. The sash worn over the shoulder may be positive in its intent, but perhaps doesn’t present the best brand image.

Have you ever visited a restaurant, ordered more than two meals for your party, and at least one meal (supposed to be a hot meal) turns up cold, or at best lukewarm? This happened to my family last weekend, and we were three of only five diners in the restaurant! At breakfast time.

When this happens, are you too polite to mention your situation to the waiter or waitress? Do you mention it and then the Manager politely offers to ‘Make another one for you, right away‘? Does the Manager offer to remove the cost of the cold meal from your bill as a ‘gesture of goodwill‘, even though goodwill disappeared as soon as your meal appeared cold, which then took the focus away from enjoying your time together, and on to the people in your group offering you some of their meal? Perhaps when this happens to you next time….and it will at some point, politely advise the Manager that ‘I’ve come here today/tonight to eat WITH my friends/family, not AFTER them‘. Then be silent. You may soon find a greater discount is soon offered.

When you call the ‘Helpline’ for your bank, does the automated voice mention to you that ‘Your call is important to us‘, but never lets you know an estimated time that you will actually speak to a human being, rather than listen to ‘the voice’ which lacks empathy, or caller focus? If MY call is so important to YOU, please pick up the phone!!

Enough of my ranting. Let’s explore how you can ensure your prospective and existing customers can experience a ‘WOW’ rather than an ‘OUCH’.

1. Do What You Say You Will Do….Consistently.

Don’t under promise and over deliver. That approach lacks integrity, is intentionally misleading, and perhaps even dishonest in some cases. Tell your customer what to expect, when to expect it, and if there’s some form of delay expected, give them a timeframe for the delivery of what they are trusting you to deliver. Customers are usually understanding and patient IF you keep them informed.

2. Stop Using Lazy Language

‘Just one minute’, ‘I’ll be with you in a moment’ or the ever popular ‘ASAP’ are lazy language and can cause conflict – and lose your organisation customers. If you want something from me ‘ASAP’, you might want it in five minutes, and not a second later. ‘ASAP’ for me in my brain may mean up to thirty minutes, or even by the end of the day, because I have other priorities to focus on…for more important people than you.

Clarify ‘What do you actually mean by ASAP? Is it five minutes, ten minutes or something else?’. Easy to do and can help avoid a big headache.

3. Be Empathic

Forget the supermarket ‘Greeter’. Just encourage your colleagues to listen first, understand second, then, and only then, provide the guidance, information or service the customer actually WANTS rather than guessing based on your own experience and personal bias. My recent experience at a supermarket checkout raised a giggle when the female checkout assistant asked the customer in front of my in the queue “May I help you with your packing?” which is of course helpful. Then when it was my turn to be served she innocently asked “Do you need some help with your packing?” Notice the difference? Is she implying I am not capable of packing bags? That I NEED help rather than, might just appreciate help?

People warm to people who, as well as being technically competent, are genuinely friendly. Try it with your team and you’ll soon notice the positive difference.

4. Give Them A Free Upgrade

OK, this isn’t giving away freebies at will. If you’re a restaurant and there’s a young child in the guests party, is a colouring picture, jigsaw or other extremely low cost offering available?

If you’re a hotel and the guest’s room isn’t yet available, even though it should be, is it too much to ask for you to offer an upgraded room and/or facilities, just on this occasion? Not as a ‘Gesture of Goodwill’, but just because you want to WOW your guests, and perhaps they’ll love you for it, return again, even write a very positive online Tripadvisor review?

5. Ask The Question ‘What more can I do for you today to help you enjoy……?

This simple question has proved powerful in helping client organisations step in to their customer’s world, rather than expecting the customer to step in to the organisation’s. It’s empathic, it’s genuine, it’s respectful and, it provides you with more opportunities to serve the very person or people who are responsible for your organisation existing. And, it leaves nothing to chance and removed potentially dangerous, guesswork.

6. Do More Than Your Bit – Collaborate

So many issues and OUCH’s appear because one person believe s/he has done their bit, and they automatically, perhaps wrongly, expect other team members to do their bit too. If only it was that easy. Effective collaboration is such a powerful skill to possess within any organisation, that the absence of it creates, and maintains silo thinking, silo working, disjointed communication and – PROBLEMS!

Your organisation is packed full of what should be healthy, inter-dependent relationships. If it isn’t? You have some work to do. Perhaps take a leaf out of Alex’s book and Go Back To The Floor?


Free 2 Week Email Course

management training courseIf you haven’t already, why not sign up for our 2 week Introduction To The Secrets of Top Performers email course?  You’ll learn how to boost your personal effectiveness, enhance team engagement, motivation and productivity and significantly improve your personal credibility.

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Performance Management (Done Very Badly)

Kathy, an under pressure contact centre manager with extremely high standards for herself and expectations of her team to match, was growing increasingly frustrated with one member of her team, Julie.

Kathy believed Julie wasn’t committed to her job, not interested in achieving targets and was taking far too long to complete incoming customer calls. Kathy’s call duration was twice that of the ‘average’ team member.

performance management trainingHaving sought guidance from her Human Resources Manager on how to deal with and resolve her colleague’s performance issue, at 4pm one Friday afternoon, Kathy approached Julie as she signed off her phone for a coffee break and called Julie to an unscheduled one to one meeting. Julie, immediately concerned as to why this meeting had been sprung on her without prior notice or warning, sat nervously and listened to her manager assertively communicate the company’s performance management policy….from the staff manual. Indeed, Kathy presented Julie with her very own personal copy so she could review the contents of the document for herself over the weekend.

Data, Data (and more) Data

Next came the presentation of Julie’s performance statistics on a very colourful A3 size bar chart. Amongst the green and amber, can you guess which colour Kathy used to demonstrate the seriousness of the Julie’s performance issue to her? RED! BIG BOLD, DEEP RED! To strengthen her argument, Kathy took the opportunity to circle performance statistics on the charts which fell below minimum company expectations.

A full fifteen minutes in to this unscheduled, unplanned and perhaps even, unfair meeting, the communication was purely one way traffic. Kathy wasn’t communicating with Julie, she was talking at her. As Kathy quoted company policy, performance management procedures and openly shared her frustration and anger, Julie sat quietly, motionless, with a quiet, calm stare through barely blinking eyes. It appeared Julie had resigned herself to this kind of meeting taking place at some point, even though she had dreaded this moment occurring.

The Loaded Question…Fail!

Then, after taking a deep breath and exhaling deeply and loudly, Kathy asked the question. “What stops you from performing as you’re expected to and as the company pays you to?” A heavily loaded question to which Julie politely, yet assertively responded, “Kathy, when you recruited me you said I would complete a comprehensive induction course to ensure I understood the processes, systems and standards of the job. Have I completed this comprehensive induction course Kathy?” Fear instantly darted across Kathy’s face as the realisation that she had promised a lot, but delivered very little in terms of support for Julie.

Continuing without a response from Kathy, at least a vocal response, Julie, growing in confidence said “You told me I would have a mentor to help me solve problems and become more confident with dealing with customers. Has this mentor been appointed, because I have never met him or her?

The Excuse Survival Technique

Kathy, now being swallowed up in a deep reservoir of panic responded with an attack. “If I have overlooked anything or not supported you as YOU wanted…it’s because my schedule is so busy and that….” Julie, not willing to be diverted from her point interjected “And the one to one coaching sessions YOU PROMISED ME, and that I keep asking you for, where are they Kathy?”

The Storm Clouds Begin To Part

performance management trainingThe somewhat eventful, but rather unproductive ‘performance management’ meeting was concluded shortly after this final question from Julie as Kathy burst in to tears and shuttled off to the toilet to compose herself. The fact that Kathy was the enabler of poor performance had never crossed her mind. But now it had – it changed everything!

The following week, Kathy and Julie met once again, but this time it was a scheduled and well organised meeting. Over the weekend, Kathy had reflected on how she had contributed to Julie’s level of performance. She realised that she hadn’t been an ‘enabler’ of good performance; her preferred ways of thinking, communicating and managing had resulted in her becoming a ‘disabler’. Thankfully, Julie did begin to receive structured support, as did every other member of Kathy’s team.

Wouldn’t It Be Wonderful If…

Wouldn’t it be wonderful if I could share with you that Kathy went on to be a super fantastic manager? Well, she kind of did! She explored how to develop emotional intelligence competencies including self awareness and self management and authentic empathy.

online management training courseAlongside her technical competence, she regularly invited her team members to speak their truth to her. ‘Sugar coating’ bad news and withholding truth is a problem which continues to strangle the life out of organisations, but, Kathy realised how much valuable feedback she just wasn’t receiving simply because her team members thought she would either not listen, completely ignore, or simply reject their comments.

Performance during the next 90 days soared to new heights. Kathy was awarded a more senior management role (taking on a supposedly ‘disengaged group’), whilst Julie was offered a team leader role, but chose to decline the offer as it would take her away from what she loved doing – helping customers.

The Lessons?

  • Performance management is beneficial when done up the management ladder rather than solely downwards. Invite authentic feedback on how you are doing and what you could do even better, from people you trust to be candid with you.
  • When commitments of support are made to employees, but then not delivered, don’t be shocked if they don’t perform at or near their best for you. You are part of the problem; become part of the solution.
  • Appointing people to management roles purely or largely because they were good technicians in a non management role is as ridiculous and delusional as trying to win the National Lottery without buying a ticket. Commit to learning the ‘softer’ side of people management and you’ll soon notice a positive difference.

Does your organisation promote a performance management approach that engages, equips and enables employees at all levels to achieve such a positive outcome as Kathy and Julie did? Or do you prefer to simply send managers on a meaningless performance management training course which simply doesn’t address the key underlying issues?

*The details above are factual however, names of parties involved have been changed. Permission to publish this article was obtained from the parties involved and the employer.

Free 2 Week Email Course

management training courseIf you haven’t already, why not sign up for our 2 week Introduction To The Secrets of Top Performers email course? You’ll learn how to boost your personal effectiveness, enhance team engagement, motivation and productivity and significantly improve your personal credibility.

Just enter your details to secure your spot:


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Become A Top Performing Manager And Attract More Opportunities, Personal Income And Freedom

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If you would, The Management Training Academy can definitely help you achieve this.

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