People Risks and Red flags

PEOPLE RISKS AND RED FLAGS

RED FLAGS ASSESSMENT

1 – Not true of me/us/team

2 – Seldom true of me/us/team    

3 – Sometimes true of me/us/team

4 – Often true of me/us/team

5 – Very often true of me/us/team

1	Neglects to apply sound procurement practice	1	2	3	4	5
2	Does not consider budgets when authorising expenditure	1	2	3	4	5
3	Does not consider funding availability when committing to projects – over promises but under delivers because of insufficient funding	1	2	3	4	5
4	Undertakes budgeting purely as an administrative exercise and does not consider the alignment with strategic priorities	1	2	3	4	5
5	Constantly under or overspends on the budgets	1	2	3	4	5
6	Makes fruitless and wasteful expenditure	1	2	3	4	5
7	Is unable to compile financial reports timeously and in the expected formats	1	2	3	4	5
8	Allows role uncertainty and unclear outputs	1	2	3	4	5
9	Is insensitive to the needs and feelings of others, irrespective of race and gender	1	2	3	4	5
10	Does not treat others fairly and with respect – behaves in judgemental ways	1	2	3	4	5
11	Doesn’t provide feedback in any form – ignores poor performance of staff hoping that it will sort itself out	1	2	3	4	5
12	Only interacts with people/co-workers when the tasks to be undertaken are important to themselves	1	2	3	4	5
13	Are racially, gender and culturally intolerant	1	2	3	4	5
14	Is insubordinate to managers from different racial, gender or cultural groups because of their differences	1	2	3	4	5
15	Loses too many high performance people – demotivates previously good performers	1	2	3	4	5
16	Disorganised and doesn’t prioritise tasks.	1	2	3	4	5
17	Does not meet task deadlines	1	2	3	4	5
18	Appears to be constantly in “crisis” mode	1	2	3	4	5
19	Does not manage resources efficiently. Some people are over-burdened while others have little to do.	1	2	3	4	5
20	Fails to identify and deal with possible bottlenecks	1	2	3	4	5
21	Has a history of blown budgets or projects out of control	1	2	3	4	5
22	Unable to obtain buy-in on project outcomes/results	1	2	3	4	5
23	Is not aware of the external factors influencing service delivery, nor inclined to learn about them	1	2	3	4	5
24	Shows no interest in finding out how the municipality works	1	2	3	4	5
25	Focuses on their own area or fails to perceive the relationships between all parts of the organisation	1	2	3	4	5
26	Lacks knowledge of municipal legislation	1	2	3	4	5
27	Regards colleagues and subordinates as competitors and won’t share information, experience or knowledge	1	2	3	4	5
28	Does not use internal and external resources to build skills within the organisation	1	2	3	4	5
29	Avoids opportunities to learn new things	1	2	3	4	5
30	Does not comprehend the vulnerability and risk to organisation with high levels of attrition	1	2	3	4	5
31	Views informal knowledge sharing sessions as a waste of time	1	2	3	4	5
32	Disorganised and doesn’t prioritise tasks.	1	2	3	4	5
33	Does not meet task deadlines and exceeds budgets	1	2	3	4	5
34	Appears to be constantly in “crisis” mode	1	2	3	4	5
35	Does not manage resources efficiently. Some people are over-burdened while others have little to do.	1	2	3	4	5
36	Fails to identify and deal with possible bottlenecks	1	2	3	4	5
37	Never moves beyond what’s on the to do list	1	2	3	4	5
38	Are unable to match ideas to resources, generating expectations that cannot be delivered	1	2	3	4	5
39	Inconsistent application of policy	1	2	3	4	5
40	Fails to identify and deal with possible bottlenecks with policy implementation	1	2	3	4	5
41	Cannot see the bigger picture	1	2	3	4	5
42	Fails to consider the implications and consequences of policy changes	1	2	3	4	5
43	Displays an inability to match ideas to resources and generates expectations that cannot be delivered on	1	2	3	4	5
44	Perpetuates a single view of the organisation and where it must go	1	2	3	4	5
45	Unable to translate new policy into action plans	1	2	3	4	5
46	Procrastinates	1	2	3	4	5
47	Consistently fails to deliver on time and lacks expected quality	1	2	3	4	5
48	Talks about the negative – what can’t be done before considering what is do-able	1	2	3	4	5
49	Complacent and slow to respond	1	2	3	4	5
50	Shows no interest in being productive	1	2	3	4	5
51	Slothful, Lacks urgency	1	2	3	4	5
52	Does not set challenging goals	1	2	3	4	5
53	Not interested in looking at new, more effective ways of doing things	1	2	3	4	5
54	Avoids personal responsibility, wriggles out of things and is evasive about ownership of issues	1	2	3	4	5
55	Prefers doing things the same way – sticks to their original approach regardless of circumstances and eventualities	1	2	3	4	5
56	Charges off at pace and doesn’t consider “plan B”	1	2	3	4	5
57	Isolated and not in tune with setting the required expectations for the people	1	2	3	4	5
58	Uncomfortable with change	1	2	3	4	5
59	Avoids personal feedback	1	2	3	4	5
60	Cynical	1	2	3	4	5
61	‘Gets thrown off’ when things change	1	2	3	4	5
62	Seem comfortable serving out their time	1	2	3	4	5
63	Passes the buck and remove themselves from owning change in the organisation	1	2	3	4	5
64	Overreacts	1	2	3	4	5
65	Volatile and unpredictable	1	2	3	4	5
66	Loses his/her cool and says or does things that he/she shouldn’t	1	2	3	4	5
67	Displays his/her emotions in an inappropriate way	1	2	3	4	5
68	‘Cracks under pressure’	1	2	3	4	5
69	Is overly sensitive and defensive when criticised	1	2	3	4	5
70	Unsettles others	1	2	3	4	5
71	Behaviour is dominated by self protection and evasiveness in the face of challenges	1	2	3	4	5
72	Are seen to take perks for themselves	1	2	3	4	5
73	Have people question their ethics, e.g. they use their status in an inappropriate way or are known to take short cuts or fudge the results	1	2	3	4	5
74	Are prone to talk and act in the way they think others want them to – “yes people”	1	2	3	4	5
75	Are driven by personal aggrandisement at the expense of public good	1	2	3	4	5
76	Have been caught out telling half truths or lies. Are spoken of as being devious.	1	2	3	4	5
77	Cannot determine right from wrong	1	2	3	4	5
78	Inconsistent	1	2	3	4	5
79	Not seen as having integrity	1	2	3	4	5
80	Procrastinates when having to deal with problems	1	2	3	4	5
81	Jumps to conclusions	1	2	3	4	5
82	Bases decisions on untested assumptions	1	2	3	4	5
83	Gets by with what knowledge they have – “learning is for others”	1	2	3	4	5
84	Investigates the surface only. Waffle, skirt around the issues or fall prey to “paralysis by analysis”	1	2	3	4	5
85	Decisions hijacked by emotions – act on prejudice and perceptions rather than fact	1	2	3	4	5
86	Cannot cope with ambiguity	1	2	3	4	5
87	Cannot see the ‘Bigger Picture’	1	2	3	4	5
88	Fails to consider implications and consequences of decisions	1	2	3	4	5
89	Tend to be aggressive rather than assertive – rely on   power/status/rules rather than persuasion	1	2	3	4	5
90	Tends to be bureaucratic	1	2	3	4	5
91	Allows the organisation to become stale – continues to operate as it has in the past without consideration future trends and requirements	1	2	3	4	5
92	Over promises to the community/residents and under delivers – creates undue expectation	1	2	3	4	5
93	Generally unhelpful and uncaring	1	2	3	4	5
94	Doesn’t take responsibility and pushes problems to someone else	1	2	3	4	5
95	Unable to build rapport with people at all levels of the organisation – may be comfortable with managers and not able to relate to subordinates	1	2	3	4	5
96	Does not command respect and generally left out of discussions.	1	2	3	4	5
97	Shows difficulty in adapting to new political climates	1	2	3	4	5
98	Unable to detect the nuances of an interaction quickly enough to respond in a measured way	1	2	3	4	5
99	Tends to be aggressive rather than assertive – rely on power/status/rules rather than persuasion	1	2	3	4	5
100	Lacks consideration and sensitivity	1	2	3	4	5
101	Reacts inappropriately – loses “cool” in front of staff or appears out of control in public	1	2	3	4	5
102	Uses inappropriate  communication style (either too familiar or too formal)	1	2	3	4	5
103	Unable to adapt to the situation	1	2	3	4	5
104	Cannot articulate ideas and opinions	1	2	3	4	5
105	Insensitive to individual differences	1	2	3	4	5
106	Comes across as aggressive rather than assertive	1	2	3	4	5
107	Struggles to be diplomatic, direct and polite	1	2	3	4	5
108	Doesn’t listen to what others are saying – is closed minded and will not hear	1	2	3	4	5
109	‘Rubs others up the wrong way’	1	2	3	4	5
110	Is not seen as approachable by other people – are reclusive	1	2	3	4	5
111	Unable to detect the nuances of an interaction quickly enough to respond in a measured way	1	2	3	4	5
112	Unable to grasp boundaries in relationships – shows familiarity or allows emotion to influence relationships	1	2	3	4	5
113	Are unable to detect the nuances of an interaction quickly enough to respond in a measured way	1	2	3	4	5
114	Unable to build rapport with others easily	1	2	3	4	5
115	Tend to be aggressive rather than assertive – rely on power/status/rules rather than persuasion	1	2	3	4	5
116	Struggles to be diplomatic, direct and polite	1	2	3	4	5
117	Doesn’t listen to what customer – thinks that they know what the customer wants	1	2	3	4	5
118	‘Rubs others up the wrong way’	1	2	3	4	5
119	Is not seen as approachable by other people – are reclusive	1	2	3	4	5
120	Lacks consideration and sensitivity	1	2	3	4	5
121	Shows no concern for service excellence or customer satisfaction	1	2	3	4	5
122	Views customers as nuisances	1	2	3	4	5
123	Unconcerned about client feedback	1	2	3	4	5
124	Remains transfixed on operational issues and is not  able to highlight important issues from the detail	1	2	3	4	5
125	Displays an inability to match ideas to resources and generates expectations that cannot be delivered on	1	2	3	4	5
126	Perpetuates a single view of the organisation and where it must go	1	2	3	4	5
127	Cannot communicate a sense of where the organisation is heading	1	2	3	4	5
128	Constantly in need of direction	1	2	3	4	5
129	Unable to detect the nuances of an interaction quickly enough to respond in a measured way	1	2	3	4	5
130	Tends to be aggressive rather than assertive – rely on power/status/rules rather than persuasion	1	2	3	4	5
131	Not a person that people want to be with or work with	1	2	3	4	5
132	Appears unsure of himself or herself	1	2	3	4	5
133	Not seen as having integrity	1	2	3	4	5
134	Unable to gain respect from others	1	2	3	4	5
135	Cannot deal effectively with conflict	1	2	3	4	5
136	Unable to employ effective negotiation strategies	1	2	3	4	5
137	Not viewed favourably by senior management	1	2	3	4	5
138	Struggles to be diplomatic, direct and polite	1	2	3	4	5
139	Doesn’t listen to what others are saying	1	2	3	4	5
140	‘Rubs others up the wrong way’	1	2	3	4	5
141	Not seen as approachable by other people – are reclusive	1	2	3	4	5
142	Doesn’t know what motivates other or how to motivate them	1	2	3	4	5
143	Lacks interest in developing others	1	2	3	4	5
144	Views mentoring/coaching as a ‘chore’	1	2	3	4	5
145	Is impatient with others	1	2	3	4	5
146	Lacks interest in understanding the individual  and issues that may impact performance	1	2	3	4	5
147	Too task oriented	1	2	3	4	5
148	Does not provide positive feedback	1	2	3	4	5
149	Seen as unapproachable by others	1	2	3	4	5
150	Regards colleagues as competition and won’t help	1	2	3	4	5
151	Can’t gain commitment from others to do things conjointly or is contemptuous of cooperative endeavour	1	2	3	4	5
152	Prefers to work on his/her own	1	2	3	4	5
153	Insensitive to diversity issues	1	2	3	4	5
154	Breaks commitments and promises	1	2	3	4	5
155	Unreliable	1	2	3	4	5
156	‘Rubs others up the wrong way’	1	2	3	4	5
157	Shows a lack of consideration for others	1	2	3	4	5
158	Cannot deal with conflict – tends to be afraid of debate and/or reacts at a personal level using language which hurts others	1	2	3	4	5
159	Unable to resolve difficult issues constructively - perpetuates feuds within the team	1	2	3	4	5

Labels Are For Cans, Not People

This video is really surprising and emotive; I haven't seen it but another one of Coca-Cola where people, one in one, is put into a kind of living star and each one watch the photo of somebody and have to describe and say what they think about that person.Obviously, all the "labels" appear immediately and after that, the real life of the one at the photo is shown...and the person itself makes its own presentation...

Social Contract

SOCIAL CONTRACT

As members of _____________________________________________ we establish this Social Contract and agree that when we are together we will -

·         Treat each other with Respect, Honesty, Encouragement, Kindness, Friendship, Forgiveness, Dignity, Patience, Mercy, Trust, Empathy, Tact, Love, Value, Grace, Truth, Integrity, and Confidentiality, and will listen and not gossip!

·         In addition, we will be Non-judgmental, Accountable, Flexible, Courteous, Committed, Productive, Ethical, Open, Slow to Anger, Supportive, Transparent, Clear, and Truthful.

Three occupational Interest surveys

Basic	http://www.cmbellville.co.za/machform/view.php?id=23670
Intermediate	http://www.cmbellville.co.za/machform/view.php?id=24207
Advanced	http://www.cmbellville.co.za/machform/view.php?id=25449

INSTRUCTIONS

This is an inventory to help you find out the jobs you are interested in and you will find comfortable in doing so. It is in three parts.

PART ONE: lists ninety-six activities related to jobs and 

PART TWO: lists ninety-six occupations with their descriptions. 

PART THREE: lists ninety-eight career orientations

Read each statement and decide which option best describes you.  Again there are no “right” or “wrong” answers and no “good” or “bad” choices nor a pass or fail result. Answer openly and honestly by indicating how you actually are and not how you would like to be or how you would like to be seen. There is no time limit but work quickly.  

1.  Wrong Way to Answer Questions

1. Indicating high interest in most activities and occupations

2. Reflecting high level in most areas

3. Answering like family, friends, and society may want you to be

4. Desiring approval and acceptance of others

5. Relying on your own abilities, power, and strength

6. Answering to indicate how you wish you were

7. Reaching for society’s measurements of success and significance (wealth, power, fame, and security)

8. Believing that some career fields or occupations are inferior

9. Wanting to hide what you consider to be weaknesses, inadequacies, or deficiencies

10 Faking either good or bad

Violent or Silent

Vat die teuels van jou lewe weer goed vas.  Onthou: “It is not your intention but your direction that determines your destination” (Andy Stanley).  Moenie slagoffers word van eksterne omstandighede en gebeurenie  Kes erder hoe om eksterne gebeure te hanteer. Stepen Covey noem dit “proaktiwiteit” – om doelbewus verantwoordelikheid te neem om jou eie werklikheid en toekoms te skep, te midde van alle omstandighede.

Getting to the roots of insecurities and self neglect: Part One

1.	I do not know where i belong/fit ( orphan spirit)y
2.	I do not know my unique significance
3.	I drift in an anchorless boat
4.	I am plagued by insecurities
5.	I find my identity in my work/performance
6.	I do not know how i am; i have identity confusion
7.	I mask my real self by adopting a different identity that will be accepted
8.	I sometimes become aggressively defensive
9	I am uncertain which choices to make
10	I do not have  a clear set of values that I live by
11	I do not have close souls mates ( intimate Friends) in my life
12	I do not have a clear purpose /calling in life

Batho Pele: Dead or alive

When one studies the Batho Pele principles one is impressed with the clear solid way of doing things.  Our suggestion would be that these principles have to be backed up by solid Character First principles and that sound character-based roundtable discussions, practices and procedures with sound annual measurements must be the non-negotiable way forward. This is what is missing! See diagram below.

FIRE TALKS

Do you feel sometimes drained from having to deal with toxic emotions, stress, fatigue and anger on a continuous basis?.

Don’t die with the music in you

What a brilliant book from Henning Gericke- 

Inspiring Champions. Work through the reflection at the end of each short story. See example below

 

Dare to dream

I own my dream! My dream really is my dream

My dreams inspire, excite and challenge me to the extreme

I guard myself against dream killers

I connect with other dreamers. They are my dream keepers

I am willing to pay the price in living my dream  (remember the higher you want to go, the greater the price you need to pay

The will to prepare

I am a challenging my thinking and I am a great strategist

I am meticulous in my planning and my details make the difference. Careful planning and faithful implementation

I am creative in my preparations and I don’t suffer from paralysis by analysis. I am one step ahead and expect the unexpected

I am innovative through reinventing my strategy regularly and rethinking what I am doing

My goals, plans  and action are written down and I visualize the success

Don’t die with the music in you

I know it is never too late to be what I might have been

I believe that I were created for greatness and do listen out for that Inner Cry

Why Leadership-development programs fail

Failing to measure results

Organizations often do not have evidence to quantify the value of their investment. When businesses fail to track and measure changes in leadership performance over time, they increase the odds that improvement initiatives won’t be taken seriously.

Burning issue 5: Lastly: We are not serious enough making people management the differentiating factor in the workplace

Research and practice from all over the world suggest that poor people management in organizations can lead to covert costs such as decreased productivity, an increase in missed deadlines, mistakes, accidents and high employee turnover  

Burning issue number Four 2015

Burning issue 4: Fourthly: we need to raise the bar of excellence and productivity

Do I still need to emphasize this? 

Burning issue number three 2015

Burning issue 3: We are afraid to have open fierce conversations and don’t know how to disagree but rather attacking each other

  A major concern. We are overlooking the importance and impact of courageous communication in the workplace.

Burning issue Number two for 2015

Burning issue 2: Conflict will escalate

It is very clear that conflict is escalating in our country and workplaces.  

Burning issues Number One for 2015

Burning issue 1: The service excellence in our country is becoming a major concern

It is evident to notice that the service standards are dropping and the reasons often given is that it is due to poor leadership and a lack of accountability. 

Where do you start today with leadership development?

Focus on leadership development from the bottom up Far too much money is spent on executive development, and not enough on first- and second-line management. Top leaders have to model the behavior employees want to see. Create an organization that operates on candor, feedback, accountability, and strong personal relationships,

Simple - Strong Message is constantly striving to revisit ways of people management development based on sustainable impact, where the material can be duplicated in or outside the workplace. Strong Message operates on the basic principle that the material has to be Solid … Process based … Real life … Inside out. Strong Message is not a follower but an innovative leader and preferred provider of Character First training and research.

Hanteer dinge emosioneel intelligent

Hanteer dinge emosioneel intelligent

Dit is darem lekker as organisasie jou vra om so 40 van hulle personeel deur EQ opleiding te vat. My passie en ek het nou die kursus werklik geniet

Dit is so waar dat organisasie en persoon moet eenvoudig net verantwoordelikheid vat vir sy/haar emosionele selfbestuur en hoe jy op omstandighede of ander mense reageer.

Jy is nie ‘n slagoffer van jou emosies nie. As jy af, negatief, onseker, bang, gestres voel, kan jy iets daaromtrent doen. Kies om anders te dink, verander jou “selfspraak”, of verander net jou gedrag al is dit lynreg teen jou gevoelens in soos om liefdevol, met selfvertroue of goedgemanierd op te tree (- dis nie “fake” om dit te doen nie, want jy kies mos self dat dit die beste is vir jouself en die situasie). 

Leer om jou emosies en jou emosionele ritmes te verstaan (bv. hoe jy soggens, na middagete, of saans voel) en kies self maniere hoe om dit die beste te bestuur. Bron Johan Oostenbrink