Ideas are the life blood of any business. They allow you to imagine the possibilities and explore the opportunities available. They are also where many people stumble and fall. Why is this? In many cases the ideas fill your head so that in actual fact nothing gets done at all. You are inspired, you feel great but those vital steps to get you started just never happen. “This idea is good but so is this one…what if I created both that would be amazing. I could …..”and so on.

I saw a great presentation once that ended in someone lighting a candle and then asking the audience “So I’d like you to close your eyes and imagine blowing out this candle” Everone closed their eyes. “Now, keeping your eyes shut really believe you can blow out the candle” Then when the audience opened their eyes they saw that the candle was still burning brightly. “Well,” said the presenter “You can think and believe things will happen but it’s only when you take action that things will really change - phuff!” (He blew out the clandle)

Creating a design with each section divided into small chunks can be very liberating. All those ideas suddenly become focused into a plan of action. You begin to see clearly which steps you need to take first, which ideas link into others and then you’re head becomes less cluttered. You have a real plan that works for you and keeps you focused.

Think about what kind of design would work for you to create your ideas on. I choose circles but several of my clients chose blocks, clouds, petals etc. Then place them one on top of the other leaving spaces in between and joining them with arrows asending. Leave enough space in each circle (your design) so that you can write about 5-6 bullet points. I divide mine into months using about 4-5 bullet points for each week.

I am looking at my asending circles as I write this. It is pinned to my corkboard in front of me. I have written goals for each month so that I keep to my schedule. Some ideas are colour coded as this helps me to link my ideas and see the progression.

Ideas, possibilities and projects need not be a chore. You can achange your designs to suit your mood or a particular project. One of my associates liked the simplicity of planning circles and now uses them to help his staff focus their ideas and plan projects. The applications are enless. Give it a try - turn your possibilities and good ideas into a planning design of your choice.

Jackie Arnold

It is not always apparent that when we do something well we are not necessarily good at running our own businesses in that field. The E-Myth by Michael E Gerber was a very valuable tool during those formative years and he demonstrated that many small businesses fail through lack of key management and people skills.

Coaching is the best tool I have come across to support people in the workplace. It empowers people to take ownership and responsibility for their CPD and releases senior managers leaders to carry out their own roles. Too often managers are fire-fighting and dealing with issues that are brought to them by their staff. The realisation they do not need to have all the answers is very liberating. It certainly was for me! Of course we want to help our staff to succeed. We are keen for them to do things “right” but we may be blind to the fact that our way is not always the “right” way. People have different views of the world and their filters are often not the same as those of their managers.

Take an example of a manager who is very action orientated. She likes to get things done and is not really too concerned about the details. Her direct report is a woman who likes to consider all the options before coming to a decision and feels more comfortable when she has read through all the information. Unless, as managers, we are able to recognise that others may do a task differently but may also be just as effective we will not get the best from our people. This is where coaching can be so valuable. It can raise our awareness of how others see the world and operate within it. It can help us to see that by “fixing it” for our staff it is not necessarily the best way for them. Giving them back the responsibility and allowing them to make mistakes without judgement enables them to grow. It increases their confidence and self-worth.

If you or any of your colleagues are coaching as part of your role within an organisation I would love to hear from you. How do you coach your staff? As a line manager can you coach your staff effectively and non-judgementally? Do you have any useful case studies you can share.

Many thanks for your input

Jackie Arnold

When someone gets lost in a presentation, chances are they are getting lost while trying to make a transition between the various components.
For example, I noticed during a speech last week that I had moved from the opening to the first main point with no real sign-post to let people know. This can also happen when moving from main point to main point, or from the body to the closing. It’s all about planning the language and gestures in advance so people know where you’re going.

I often use specific language to transition from openings to the body such as “Let’s get started on the first topic…,” or “My first main point is…” or “First let’s ask ourselves what we need to consider…” or “OK, so what are the real issues here? Let’s consider..” Asking a question is also a great technique to start the main body of a speech or presentation. “I wonder if you knew that…?” or “Have you ever considered..?” You do not need an answer to the question but it serves to involve the audience from the outset. That’s what I should have planned to do in the example above.

Between the main points I often use something like, “That gives you the outline, now let’s talk about some of the details,” or “The second point I’d like to bring to your attention is ..” or “Following on from this ..” or “Moving to the next point, I’d like to focus on…” It was obvious that I had not planned my speech on that occasion, as well as I usually do. This was a definate wake-up call for me!

I also plan in advance for transitions using visual aids or moving to a different location on the platform as it can be very effective. Combining verbal cues with a physical change adds to the impact. A powerful technique when finishing a presentation is to move towards the audience prior to making your closing statements. This will add emphasis to what you are saying and enable the audience to become more involved.

The closing is probably the most important, yet often most
neglected, part of a presentation. People will always remember what you said
last! Every closing should include a recap of your main points. Simply end your presentation by summarising the key ideas you have covered. It is good to end on a quote or a startling fact.

Making these important transitions seems really quite obvious but I am glad that I noticed my error last week as it gave me the opportunity to re-visit my planning strategies for the future.

Jackie Arnold
Voice Coach

I have recently completed a coaching supervision diploma with the CSA and another element of the new ILM qualifications is how people are supervised during the training. This is also a great step forward as coaches need support in the first years as they hone their skills. We all need to reflect on our sessions and discover what it was that prompted a certain intervention at a certain time. It is useful to consider the reaction we may have “wanted” our coachee to take and how much we actually influence their decision. Coaching at it’s purest is when the coach can set aside his or her own ideas and suggestions and allow the coachee to develop their own. This is particularly difficult when you are a line manager coaching your direct reports. It is a matter of taking the line manager’s “hat” off, setting aside knowledge you already have and focusing on the present moment without judgement. Easy to say but it needs support and practice to do. Some people have told me they feel it is better not to coach your direct reports, I disagree. If you are a good manager you will be able to use coaching skills whatever the occasion.

For example if you are faced with a member of your staff who is obviously struggling with a problem your normal reaction may be to “fix” the problem for them. If you asked them what they felt would solve the problem you may be surprised at what they come up with. If they ask again you would probably suggest something but if you take the time to listen to their own solutions may just unlock untapped potential. Not only that, you would free up your own time as people would begin to realise you were not always giving them solutions and they start finding their own.

When I frist started coaching I began to ask my staff more about what they thought and I was really amazed at the talent I had overlooked. As a manager people just need your confidence in their ability and then they will grow in self worth. They will begin to believe that their ideas really matter and that they are listened to.

Jackie Arnold

I chatted to people at work and I realised that if you have your audience with you it becomes a “conversation” rather than a speech. I think that making a personal connection is the best way to reduce anxiety.

I came up with these bullet points that may help with that “conversation”:

· Ask a direct question – when you ask one (or all) you have a response – you are no longer alone.

· Ask a hypothetical question – What do you imagine would happen if…..
Would you agree that if we ….I have often wondered if…

· Make a surprising statement – give a startling fact
Research indicates that… Didi you know that…..

· Bring in experiences you have shared with your audience (if possible)
Do you remember when we …..Going back to ….I expect you recall
that…

· Announce some interesting news/information (do your homework!)

· Create possibilities for the audience to make gestures or actions
Ask for a show of hands…..get people to close their eyes and imagine…
Ask a couple of people to come up and share their ideas (if appropriate)

· Relate an anecdote

· Use props for a demonstration

Above all enjoy the experience and your audience will too!

Jackie Arnold

Here’s the blurb:

“This exciting new book is for coaches working in leadership and management positions. It aims to provide the knowledge, skills and confidence to perform effectively as coaches as part of your normal work role. In addition the book aims to support you when moving into a development role within your organisations or to freelance as a management coach. This book serves as a guide for both coaches and executives to enable good decisions and develop skills to inspire and motivate others”

I would like to contact anyone who has run the ILM courses in Management Coaching & mentoring to compare notes. It would be useful to see how and where coaching has been implemented in the workplace and if organisations have used internal or external coaches, or both. It would also be interesting to gain knowledge of the impact coaching has had on the workplace and if there are any hard facts and statistics available to back up the bottom line results of coaching.

I have helped to deliver these courses over the past four years both in the private and public sector. The diverse groups have been both challenging and motivating - from the Fire Service, The Education Sector and NHS to IT companies, manufactoring and law firms. This book will be a great challenge and keep me very busy for the next eight months or so. I am excited about the project and hope that you will get in touch with your experiences and case studies. Any contributions will be acknowledged.

Next week on 15th Feb in Brighton we are delivering an action packed workshop “One Day Introduction to Coaching” Do come along if you are able as this is the lowest price it will ever be at £80 + one free place to a second booking. We aim to make it fun and you will go away with real coaching skills to try out in the workplace.

Jackie Arnold

I am currently writing my second book “Speaking on Special Occasions” I need to write 60.000 words by the end of Feb. Will I do it - to be honest I am not sure but I am hopeful. I suppose the reason for this is that I have visualised myself with my new book in my hand. The shiney new red cover and the people who have asked me to do this being happy that they have it to refer to. Visualisation is a great way to make things happen. Today I have broken the 30.000 barrier - YES! But that still means another 30.000 in six weeks (One I am away skiing)

So what have I done? I have taken a green marker pen and written down the weekly targets - the number of words I need to complete each week. This makes the task easier as it is broken down into sizable chunks. I have also told myself that I will buy myself a small present if I reach my target. If I don’t I will pay £50 to charity. This way everyone wins!

Oh yes and I have visualised myself giving a signing at the spring conferences and at Borders surrounded by my newly published books on the table in front of me. It’s a great incentive as I can’t let myself down now - it’s in my BLOG!

Why not try the same with your goals? You might just make it.

Jackie Arnold

If you know about NLP (Neuro-Linguistic Programming) you will know that this has a completely different take on handling aggression. In NLP terms “pacing” is a technique that I have found invaluable. Not just for handling anger and disruption during a speech but also in day to day discussions and when coaching executives. If you “match” the other person’s tone and pace BUT use positive calming language the effects are much better. If we take the example of someone who challenges a speaker duing a presentation. Let’s assume they suddenly shout out “What did you say, I strongly disagree with that view, no way is that correct” Not following the NLP route you may respond calmly “Please, I’d prefer it if you wouldn’t interrupt the session” This could lead to further comments or angry remarks as usually the “disrupter” is wanting attention. Following the NLP model you would respond as follows: Keeping the same tone and pace “Yes I see you strongly disagree with me and I’d like to hear your views, let’s speak after my presentation” This has two concequences: Firstly it shows that you respect the “disrupter” even though they have not respected you and second that you have really heard what he said as you used “his” or “her” language. (another NLP technique) and matched the pace and tone of the person. Also it enables you both to save face in a difficult situation.
It is very useful to stop and consider just who these supposedly “difficult disruptive people” are. As a matter of fact they are just like you or me but at this time they are feeling anxious, hurt or frustrated. They may feel powerless to express their opinion and this comes out more aggressive in the heat of the moment then they had intended. It is always up to you and your attitude and demeanour in a situation like this. If you stay in control, speak with authority and remain calm but firm, you will win through. It is up to you whether or not you allow one person to disrupt your speech. There will always be the typical “know-it-all” and the eager “must-get –a word-in” or the sarcastic “you must be joking” types. It is they who have the problem and are seeking attention or a sense of personal worth. Keep in mind that most people will want to hear what you have to say, so keep your cool and stay focused. Above all do not take the disturbance personally or let it affect your delivery.
Jackie Arnold

My book “Raise Your Glasses Please” is a book giving tips and hints for writing short punchy speeches and giving toasts at events and weddings.  It includes quotes and jokes and even limericks that you can integrate into your speeches.
Lisa Turbuck interviewed me and she was very relaxed, which was helpful, as all the activity going on around was quite distracting. I found that after taking several deep breaths and focusing on her questions that the interview jogged along nicely and I ended up enjoying myself!
She wanted to know why people sometimes dry up. I replied that if we get to the source of the fear and then work on getting people to feel more confident and relaxed they will not get into that state of mind.  Keeping a glass of water handy is alos helpful.  Then you can pause, take a sip and then resume. When taking this pause you have the chance to gather your thoughts, and the audience likewise.

Lisa asked what make’s a Best Man’s speech go well. I mentioned the three P’s - Plan Prepare and Practice.  First plan your speech well and find out some interesting or amusing stories about the groom.  Ask what hobbies or interests he has.  Find out if he ever did anything really daring or particularly unusual.  Prepare some props to give your stories more visual impact. Then practice, practice and practice again. Only when you are sure of your speech can you start to enjoy it.

As I said to Lisa during the interview, speaking really can be so much fun.
She also asked me about the Toastmaster Speaking clubs that can be found all over the world.  In the UK there are at least one or two in every major city and in London alone there are over 20 clubs.  You have a wonderful safe place to practice and get really excellent feedback on what you do well and how to develop as a speaker.  For less than £100 a year!  In 2001 I started a club in Brighton & Hove and we now have a regular 30-40 members of all ages and walks of life.  It’s a great social club too and everone is very supportive.

Lisa finished up by asking me about the best and worst speakers I had heard. I mentioned Winston Churchill as being one of the great orators and Tony Blair wasn’t bad either.  I mentioned George Brown could do with getting his voice out of his chest and that Chris Evans gets squeeky when he runs out of breath.  He speaks too fast and forgets to breathe!

All in all it was a very interesting experience and I would reccommend it. Let’s end with a quote form the book:
“Speaking in public is a lot like black coffee, very stimulating and just as difficult to sleep after”

Jackie Arnold
Voice Coach

“I am not able to answer that right now but I will come back to you by the end of the day if at all possible” or “That’s an interesting question, may I come back to you on that?”
She was also going to create rapport by asking hypothetical questions and involving them in her presentation where possible. She would look at ways to do this and we would discuss them later. She was going to open the presentation with a couple of interesting facts that she felt would get their attention.
Being prepared to ask for help was a first step. Then to think about planning and organising her presentation to suit her audience. Finally, to realise that she was a competent speaker and that presenting to the international board was a privilege and a great opportunity.
Jackie Arnold