Hi, I’m Jeff Collins and I am the Founder and Principal Coach for Impact People Coaching Ltd (IPC) established in 2001. They say that “time flies when you are having fun” and I have to agree with that. Make no mistake, it has been hard work setting up your own business from scratch and after passing the ten-year established milestone it gave me a huge sense of pride and achievement. It has been a real adventure working with so many different people and helping them achieve their goals (whatever they may be) and being part of people’s development and growth in their business and life.
Given that most of us typically spend half of our waking lives at work, it is pretty important that during that time we enjoy, have fun, grow, play full-out and be the best we can possibly be….right?
Well that’s certainly our philosophy at IPC and we dedicate our efforts to helping people achieve their business, career and life goals.
Before setting up IPC in 2001, I had been in the workplace for some 25 years. From Engineering Technician, to Advertising Sales to Capital Equipment Sales to then embark upon a sales career in the toy industry with Fisher-Price. I was made Sales Director at 32 and went on to lead the newly merged Mattel Group for the next six years through a period of explosive growth and acquisitions galore! We bought six companies in four years and it was then that I realised the secret of success was that ‘people with a purpose play full out’ and ‘people who play full out achieve success’, somehow knowing that one day I would come back and set up a business helping people and organisations to do just that!
After 13 great years at Fisher Price and Mattel I moved on to join the Board at Hallmark Cards to help them realise their potential in the UK and Ireland by maximising their mergers more efficiently, sharpen their marketing proposition, make operational efficiencies and significantly grow sales. Three years later, with that job done, having spent over 25 years working for other people, hitting 40 and a burning desire to set up my own coaching and development company, it was time to go for it and set up Impact People Coaching Ltd.
We registered IPC Ltd on December 21st 2001 and with many successful years behind us and thousands of success stories, we are even more excited about the next phase of IPC and the new adventures and challenges that lie ahead.
It would be great to discuss ‘possibilities’ with people and companies like you interested in ‘playing full out’.
Call me personally on 07786644541
Posted on November 28, 2013 | By Matt Collins
So often we look to leaders to provide answers to the most challenging problems we face whether in politics or business. In fact, great leaders are those who instead ask the right questions and engage others to arrive at the best answers together.
The media overly promotes a single businessman, politician or sports star as responsible for overall success. As a result, it’s hard to think of Apple without Steve Jobs, J.P. Morgan without Jamie Dimon, and the current Denver Broncos without Payton Manning.
We tend to therefore associate the success of any group as overly reliant on those who lead them. Leaders are vital, of course, but the best are those who inspire others and share leadership to arrive at the most creative solutions.
Leaders play a pivotal role yet achieving success is predicated on getting more from the individuals they lead. This means engaging everyone to contribute fully because the best solutions come when the whole is truly greater than the sum of its parts.
A recent Forbes magazine article discussed the book Multipliers: How the Best Leaders Make Everyone Smarter by Liz Wiseman, and quoted the author as writing that the best multipliers “are leaders who bring out intelligence in others and get the best ideas and work out of the people they lead. ”
One of the trappings of leadership is thinking you have to have all the answers and that it is entirely up to you to provide people with the right answers. This is narrow-minded and it is detrimental to multiplier thinking.
“When a leader asks the questions,” says Wiseman, “they channel the energy and intelligence of their team on the challenge at hand, and they shift the burden of thinking onto others.”
Instead of looking to answer the big and important questions on his or her own, the multiplier asks provocative questions of the group and encourages them to work on it together. This engages employees like nothing else and no longer has them sitting on the sidelines awaiting the answer from their leader.
In his book Living the Questions: Essays Inspired by the Work and Life of Parker J. Palmer, he writes:
“The great gift we receive on the inner journey is the certain knowledge that ours is not the only act in town. Not only are there other acts in town, but some of them from time to time are even better than ours! On this inner journey we learn that we do not have too carry the whole load, that we can be empowered by sharing the load with others, and that sometimes we are even free to lay our part of the load down. On the inner journey we learn that co-creation leaves us free to do only what we are called and able to do, and to trust the rest to other hands. With that learning, we become leaders who cast less shadow and more light.”
Leaders who encourage this co-creation demonstrate humility in the face of the attention attributed entirely to them.
Jim Collins stated that great leaders are those who look out the window when things are going right, and in the mirror when things are not going right. It is this strength of character that enables great leaders to ignore the limelight society wants to throw upon them and instead diffuse it by sharing the glory with others with success and taking responsibility with failure.
This takes courage and patience. It takes resilience and persistence. And ultimately it takes trust that the individuals you lead have the ability to reach the best solutions collectively.
These best solutions require the best questions and a collective approach to reaching the answers.
By Matt Collins – November 27, 2013
Leaders don’t matter until they do what matters. Intrinsic human worth and the value of a leader are separate issues.
You don’t matter when you do what doesn’t matter.
Doing what matters:
The people who ultimately know what matters are the people you serve, customers. The more you please customers the more you matter.
Without customers you don’t matter.
The more value you bring the more valuable you are.
Others to please include:
People-pleasing isn’t leadership. Never sacrifice values, ethics, passion, or your talent. Don’t lose yourself to please others. But, leaders matter when they do what matters and, ultimately, others determine what matters.
Doing more of what matters:
- Identify your customer and the people you serve.
- Ask the people you serve if it matters. You think you know what matters but you don’t. You judge what matters by what matters to you. I asked one person what mattered to them and they said, “Public affirmation.”
- Stop doing what doesn’t matter. The need to be busy dilutes the worth of a leader. Ask yourself, “Would anyone notice if I stopped doing this?”
- Don’t do what others can do.
- Increase the time you spend with people. Lower the time you spend with computers and paper.
- Meet a need, the bigger the better.
- Focus. Rabbit chasing is fun but it makes you matter less.
- Prioritize time by spending more of it with a select few, 8 to 12. Who do you need to spend more time with?
- Instill confidence in others to the point that they take action without asking permission.
- Get stuff done. Every meeting that ends without action items makes you matter less.
Leaders matter more when they do more of what matters.
By Jeff Collins – November 27, 2013
Negative feedback isn’t the issue. You are.
How you respond to correction, criticism, and negative feedback tells me who you are. It’s even more telling when it comes from someone of lower status.
- “It’s your fault too.”
- Making it personal.
- Standing aloof
- Feeling attacked.
- Finger pointing.
- Excuse making.
- “I’ll never be good enough.”
Negative responses to negative feedback delay growth, destroy progress, and lose respect.
Forget the feedback.
Learn how to take it gracefully.
Receiving correction is pivotal to your leadership.
- Gratitude. Don’t get gushy or pretend it doesn’t hurt. Just say thanks for your feedback.
- Questions. Avoid statements until you’ve asked clarifying questions.
- Restatements. “I hear you saying…”
- Solutions. Ask for suggested solutions. Simple is essential; one or two is enough.
- Happy. Do corrective behaviors make sense and feel good? If the path forward isn’t inviting you’ll avoid it.
- Initiate. Don’t wait. Ask for a follow-up. Make it soon. Meet in two weeks for a progress report. Four weeks is too long. If behaviors call for negative feedback, solve them quickly.
- Gratitude again.
No response is better than over-reaction.
Correction is tough to hear. Listen, and if necessary, ask for some time to think it over. Be honest. “This is hard to hear. Could I have an hour to digest your feedback?”
Include those who were impacted by negative behaviors. Explain what you’re working on and corrective actions. You go further when others know where you’re going. In a few days, ask them how you’re doing.
Open up don’t push away.
Drop it and move on:
Ask for affirmation when you achieved goals. Reject nitpicking. Move on.
Responding well to negative feedback, toughens character, increases influence, and strengthens connections.
By Jeff Collins – November 27th, 2013
Foolish leaders disrespect intentionally. But, for many, disrespect is accidental.
Disrespectful leaders demoralize the team.
You’re disrespectful when you:
- Answer for others in meetings.
- Help when help isn’t needed. Over-helpfulness suggests others aren’t capable.
- Make choices without input from those impacted. Unilateral decisiveness feels like a putdown to those on the receiving end of your decisions.
- Minimize successes and maximize failures, in the name of improvement.
- Neglect common courtesies like good morning. The first thing to go when you feel time pressure is good manners. Disrespectful leaders talk at, speak down, and interrupt.
- Assume negative intention.
People who feel disrespected:
- Disconnect and withdrawal. Disrespect is so painful that pulling back is inevitable.
- Distrust. They don’t trust you when you disrespect them.
- Lose respect for you. Disrespect invites disrespect.
- Slowdown in protest.
- Sabotage the process or results.
- Never give you their best.
- Leave the team either literally or emotionally.
Thanks to the Leadership Freaks who gave input on Facebook!
Seven expressions that show respect:
Feeling respect is feeling valued.
Giving respect is valuing others.
- “What does respect look like to you?” (The most important question.)
- “You can do better. Let’s talk about how?”
- “What are you doing that I’m missing?”
- “Here’s why your work is important.”
- “Your skills matter. Would you like to add more?”
- “Thank you.”
- “How are you facing your current challenges?”
- Agreement and respect are separate issues.
- The most powerful context of respect is disagreement.
- The ability to act on input or feedback is distinct from receiving it respectfully.
Dumb leaders devalue others. Foolish leaders inadvertently tell others their work isn’t important.
The first step toward earning respect is showing it.
By Jeff Collins – November 27th, 2013
Growth always hurts. But, stagnation is death.
Growth requires feedback.
Successful leaders are great at giving feedback.
Good intentions don’t compensate for poor execution when it comes to negative feedback. Done well, negative feedback is a gift. Done poorly, it devalues, demotivates, and discourages.
Successful feedback is turning on the lights. Before feedback, there’s stumbling in darkness. But, clarity produces confidence after successful feedback. Confidence enables action.
20 Ways to Give Negative Feedback:
- Commit to connect with the recipient. Distance undermines positive impact. Sit on the same side of the table, for example.
- Know the career goals of recipients.
- Seek their welfare.
- Define wins clearly.
- Explain issues as behaviors that limit personal and organizational success.
- Tie negative behaviors and solutions to organizational values.
- Purse encouragement more than correction.
- Build on strengths.
- Stick with one issue. More than one issue indicates you already failed in the past.
- Express issues in one or two sentences. The more you talk the worse it is.
- Have examples.
- Feel calm not angry.
- Speak directly and with kindness.
- Provide adequate time and privacy.
- Embrace the possibility you could be wrong.
- Avoid “but.” You’re doing a great job, BUT, is interpreted as, “I’m not doing a great job.”
- Focus on observable behaviors. Don’t interpret intentions or motivations.
- Collaborate on solutions and develop a path forward.
- Draw a line in the sand and start fresh.
- Follow-up with progress reports.
Optimism is essential when giving negative feedback. Avoid giving feedback until you believe growth is possible. If growth isn’t possible, you’re on the path to terminate them or live with the problem.
Never ______ when giving negative feedback.
What’s the most important thing about giving negative feedback?
Only A Few Places Available For IPC’s Final Personal Effectiveness Workshop Of 2013 On The 4th Decemeber #PersonalEffectiveness #Leadership #Cardiff
This unique one-day Personal Effectiveness Workshop focuses the importance of your personal impact, in relation to the results you achieve. To make a positive impact, you need to understand and manage yourself to consistently be the best you can possibly be (This is what Emotional Intelligence is all about).
What will I Learn?
We use our tried and tested “Circle of Impact” process that will teach you how to:
- Manage your Mindset
- Choose your Attitude
- Utilise our Impact Strategies as Coping Mechanisms
- Demonstrate the 8 Impact Behaviours
Who should attend?
This workshop is for anyone who wants to improve their overall effectiveness at work. The workshop will be particularly helpful to those taking on new roles and responsibilities; anyone from CEO to young rising star, who has the desire to be the best they can possibly be.
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