REALITY CHECK

What do you think? Are people, in general, happy or unhappy? Do they experience meaning in life?

QUESTIONS ABOUT LIFE:

 RELATIONSHIP QUOTIENT

Relationships are the core foundation of feeling belonging, wanted and loved.

BUT, what is the condition of your heart?

 WHAT IS YOUR CAREER PLANNING QUOTIENT?

 “I don’t have time”

“The year is almost over and I have not yet done half the thing I wanted to do”

“I am so tired, I cannot keep running at this pace”

Do these statements sound familiar?

Dear Dr. Mario,

Thank you for taking the time to respond to my email.
I am extremely keen on attending  Character First courses, with the intention of
implementing the programmes in schools. 
 Being a high school teacher, I see an incredible need, within the students, to have this knowledge.
 I listened to your talk at the BP family day. I  was absolutely infected
with your optimism and amazing heart.  I think the work you are doing is
admirable and I wish to be a part of your
mission.

Kind regards
Letitia Rajool

Corporate governance and character in Nigeria

Feedback from some delegates on Corporate Governance and Character Workshop, , Kaduna, Nigeria.

The organisation of this workshop is commendable. It is my prayer that this opportunity be extended to most chief executives of parastatals and thereby making it mandatory as some of them lack leadership qualities resulting in folding up of governmental agencies by way of personalising the activities of government –    Adams Quincy Gamba, Kaduna State Development and Property Company 

2.    Strong Message Consultants: honestly you’re the best among the twelve workshops I attended. Yes you can!! Keep moving and also advice the permanent secretary of establishments to conduct a workshop for executive officers; those on grade level 10-13. Thanks so much – M.S. Mohammed

3.    Infact ever in my lifetime, this is the best workshop I attend. Mr Mario and Mr Henry Gwani they have done a good and clear message for changing attitude. We need to have more with you for organizing another lectures/workshop next time. Thanks – Bello A. Hamza

4.    It was thought provoking. It was down to earth. It was timely. There is the need to cover a wider spectrum of our society. The slides should have formed part of the package of the conference. The challenges are enormous – 

5.    From day one of this workshop to the last, there has never been a dull moment with Dr Mario facilitating – Douglas Haruna Mallam,  Bureau for Establishments, Kaduna

6.    This workshop has been highly educative and participants are now positioned to make remarkable changes in the services we render to the development of our dear state. However, I would have loved that the duration of the workshop be extended. With our changed character, “Yes we can,” and Stop it.” – Anche I. M.

7.    The programme is very interesting and I look forward for more of it. I strongly suggest that this training be given to members of the house (policy and law makers), permanent secretaries, and commissioners in the state for better service delivery – Suleiman Yahaya, Ministry of Works and Transport, Kaduna

8.    The workshop is highly a morale booster. I appreciate the opportunity and privilege given to me to participate. I’ll recommend the consultants to the Kaduna State government for further training outside the country – Abdullahi M. A., Ministry of Culture and Tourism, Kaduna State. 

Thank you so much Dr. Denton.

Please permit me to use this platform to express my profound gratitude to you for the delivery of the programme.

The Positive feedback reinforce the fact that – “Character is Everything”.

It is my humble belief that, we have begun a proactive course to revolutionise the culture of the Bank in line with our Values.

As an HC team, we are committed to facilitate and make this happen, whilst becoming much better people in the process.

We will touch base to discuss in detail the processes around measuring the culture-shift indicators.

Thank you and God Bless You.

Best regards

Samuel Kwadjo Teye Head, Human Capital 6th Floor,  Stanbic Heights, 215 South Liberation Link, Airport City Tel: +233 30 2687670-8,  Fax: +233 30 2687669 | Avaya: 61320 Direct: +233 302 610704 Mobile: +233 244 337636 Email: Teyes@stanbic.com.gh│www.stanbicbank.com.gh

Competent versus relevancy: Spot where you are on those burning organizational issues

Discover exciting new analytic ways to help you spot your burning team or organizational issues. Finding and fixing real issues are not only one of the most essential functions a business leader can perform, but one of the most consistent challenges as well. After all, the right issues provides unique insights to your business strategy, and sees unexpected snags as opportunities to improve—all while keeping the wheels turning smoothly.  Top performers at any organization have a few things in common. These employees are highly engaged, flexible, reliable, eager to improve, and in tune with your corporate culture. They aren't satisfied merely doing things the way they've always been done, and are often the best candidates to streamline outdated processes. Click on the following link and do your assessment to determine where you are not focusing on relevant issues or if you are not competent in those selected areas

http://www.assessment4impact.com/

Trust, Conflict, Transparency, Ethics and Fairness Have you ever measured the above aspects in the workplace?

WHY? Or WHY NOT? “ The future of our beautiful nation, a nation with such vast potential, is dependent on all of us as a “silent majority” to do our best to learn from, select, develop and support courageous and moral leaders.

Leadership: Are we busy with cloning or clowning?

I have seen and experienced various leadership programmes in my career as group HR manager, industrial psychologist, facilitator, father, consultant, coach and Business School Lecturer. It seems to me that today the focus is still on the cognitive levels and latest fads and that we are trying to fix leadership problems from the MIND drive.

Energy-givers, energy-wasters and energy-takers in the workplace

Look around you and you’ll see three kinds of people – those who hate their work, those who just tolerate their work, and see it only as a paycheck, and finally, those who love their work, and relish it. See also the website http://www.assessment4impact.com/_needsgo.php

Work/LIfe Balance versus Life /work balance

Here are my suggestions

1. An organisational balanced scorecard without a personal balanced/wellness scorecard will never get off the ground.  It is like flying an aeroplane with only one engine or one propeller

2. Send all your managers on a management simulation annually.  Why

Blind spots within a team environment

Blind spots are a reality in the modern business environment. This problem affects both the executive manager and the organisation he or she is leading.   Blind spots make us miss what is right before our eyes. Blind spots are “…those areas that involve unconscious incompetence - we don’t know that we don’t know.

Repeat Business: Do service excellence the character way

Hello Dr. Denton,

I am glad to know you arrived safely.

This is to say thank you for the wonderful learning experience. Frankly this is by far, one of the best training sessions I have been to.  I was particularly impressed with the style of teaching; mixed with lots of real cases that touch the very core of the subject. I believe this is the beginning of revolution and I am glad to be part of it. I look forward to further sessions with you either in SA or Ghana.

There are key moments in life that are turning points; this was one of them. 

I can’t wait to share the knowledge with my colleagues and other associates.

Best regards!

*******************************************************************************

Harry A. Oppong,

Business Dev't Manager,

Prudential Bank Limited,

Advanced Service excellence - The character and strengths way of doing things

Dear Mario,

Thanks so much for the inspiring sessions you had with us. The entire training programme was very educative, interactive and thought provoking. I was personally impressed about your presentation skills, the videos, the group discussions and the words of inspiration each time you spoke. I have been greatly informed and would pass it on to all that are willing to hear and learn.

You are a great teacher, lecturer and very selfless individual. I thank you most greatly for the opportunity to listen to you and learn from you as well. It is my prayer that my colleagues and I would have another opportunity to be with you.  Thank you and May God Bless you and the family

Best regards

Mary Owusu-Brefo (Mrs)
Customer Service Unit
National Investment Bank Ltd
37 Kwame Nkrumah Avenue, Accra

PEOPLE RISKS AND RED FLAGS

RED FLAGS ASSESSMENT

	Competency
1	Financial management risks
2	People management and empowerment risks
3	Programme and project management risks
4	Organisational awareness/ political impact risks
5	Knowledge management risks
6	Planning and organising risks
7	Policy conceptualisation risks
8	Action and outcomes orientation risks
9	Change management risks
10	Resilience
11	Accountability and ethical conduct
12	Problem solving analysis
13	Service delivery orientation risks
14	Interpersonal relationships risks
15	Communication risks
16	Client orientation and customer focus risks
17	Strategic capability and leadership risks
18	Impact and influence risks
19	Coaching and mentoring risks
20	Team orientation risks

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