Join Daire Coffey & Deirdre Murray, authors of ‘Emotional Intelligence EQ - A Leadership Imperative’, on THE STILETTO PROGRAMME as hosts of radio presenter, motivational speaker and author of “Shoeisms” - Veronica Canning, on Monday 13th February 2012 at 1.30pm, where they will be discussing Emotional Intelligence for Women: a vital tool for getting ahead! Listen in and discover 10 winning ways to enhance your success in 2012!

For more details contact 103.2 Dublin City fm or info@veronicacanning.com

ABOUT THIS RADIO EVENT:

“Emotional Intelligence (EQ) is widely accepted today as an essential prerequisite of effective leadership. During these turbulent times, the dynamic environment in which we operate has tested our ability to cut costs, increase sales, drive business forward whilst sustaining key relationships with all our stakeholders. Never before has EQ been such an integral part of our personal and business lives. This lively discussion is centered around Daire and Deirdre’s new book ‘Emotional Intelligence EQ - A Leadership Imperative’, and its relevance for women today. They demystify the concept of ‘emotional intelligence’, and will equip you with proven tips, techniques and steps to enhance your own EQ in 2012!

ABOUT THIS EVENT:

"Emotional Intelligence (EQ) is widely accepted today as an essential prerequisite of effective leadership. During these turbulent times, the dynamic environment in which we operate has tested our ability to cut costs, increase sales, drive business forward whilst sustaining key relationships with stakeholders. Never before has EQ been such an integral part of our personal and business lives. This highly practical workshop, which is structured around Daire and Deirdre's new book 'EQ - A Leadership Imperative', will demystify the concept of 'emotional intelligence', bring you through some self assessment exercises and equip you with proven tips, techniques and steps to enhance your EQ.

By the end of this session, you will:

• Have a better understanding about the concept of EQ
• Get an opportunity to self assess your own EQ levels
• Gain more clarity about your personal value system and sense of purpose
• Learn about the 10 practical steps for achieving personal and professional success

This workshop is eligible for CPD (continuing professional development) and certificates will be available at the event.

Click here to watch one of the latest videos in the series.

For the last two years I have been bombarded by so-called internet gurus and marketeers urging a complete immersion in the Facebook and Twitter thing. My experience with most social media to date has been, frankly, disappointing. 

• Firstly, in my experience, the type of people who are interested in serious personal and professional development are too busy to Facebook and Twitter being involved in serious jobs, careers and commitments.
• Secondly,  my own analysis of my client base reveals that people find us through personal recommendations from previous clients. 
• Thirdly, Facebook and Twitter seem better to suited to issues about  lifestyle, image, fashion, trends and quick comment.  Useful if you want to know what's going on but less useful if you are struggling with who you really are and where you are going.

A real philosophical concern I have with social media is that on-line you can pretend to be who you want and project a false image of yourself. Making real connections with people is about trust and sharing the human experience. I have yet to hear somebody claim that social networking on the Net shows people at their best - yet my day to day-to-day contact with clients, families and friends shows me the richness and diversity of the human condition.

Another worry I have about social media is the people they exclude - those who don't have access, computer skills or those with special needs. By the way has anybody tried to relate the amount of time sifting through all this trivial content to the actual tangible results? This thought was triggered by a course participant who said to me recently that he didn't know where all the time went when he went on-line but wasn't sure what he had achieved by doing so.

Where social media help is in Linked-In which is useful in finding and getting in contact with key professionals.

What is needed is a dose of really critical thinking on this one.  I have been accused of being a dinosaur: that's no problem for me - dinosaurs ruled the earth for a very long time! Another point made to me recently is that the You Tube generation have to get the message in two minutes or they are not interested. I am not sure that someone whose attention span is that short is going to be that successful in their careers and their lives. Some  of the problems we have to deal with can take a lifetime to grapple with and understand.

A better alternative to the Tweet or the Facebook thing is to call in person or phone - whether you are connecting, networking or looking for a job. Offer your heart and your humanity. You'll be amazed at the richness of the experience.

CA Training offers bite-sized training programmes for recession hit firms who find it difficult to release key staff for 1 and 2 day training programmes.

Read the full article here

The list is published on the Bank Of ireland 'All About Business' website - click here to view

Speaking Testimonials for Deirdre and Daire’s book and seminar:

" Brilliant best event so far"      " very well presented .. all useful.. great value " 

" very informative"        "re-ignited my self-awareness" 

“ great interactive session"    " absolutely great to avail of this workshop " 

"excellent value and timing"    "excellent .. informative and inspirational" 

"Fantastic introduction to EQ"    "Should be a whole day" 

"EQ made very accessible... well done"    "references to books and research great" "engaging speakers." 

Niamh Shiells Chair - Association for Coaching Ireland, on behalf of Seminar  Delegates, Belfast Feb 2011

“Thank you so much for your time yesterday evening at ESB HQ.  I really enjoyed the talk and found it very informative and was fully engaged throughout the session.”

Maria (Ria) Kennedy IPFMA Ireland General Services Manager
Citi Shared Services 

 “I have been reading your book and I am very impressed.  It is a very informative and yet concise guide to EQ.  I will recommend that each participant receive a copy of your book.  It is very competitively priced too!

Well done to both you and Daire.  Another benefit for me is the reference section at the back- some new resources that I haven’t yet checked out, so I will be adding to my library!”

Karen Wiseman Career & Executive Coach Goal Focused Solutions

“Thank you again for a very informative and enjoyable workshop last night and I am really looking forward to reading the book.”

Mari O’Leary Managing Director - O'Leary PR

 

“Daire and Deirdre's presentation was excellent! Thanks again for a really interesting and engaging seminar yesterday.”

Angela Wilson CMD Consulting 

“Thank you again for a wonderful seminar and your good wishes.  It was 
very evident how passionate you both are about the area and its 
potential not only in the business area but in helping individuals 
develop themselves.”

Marie Lord Director Lord Associates

“Hope your book is generating the interest it deserves…..really accessible, good tools, and great to read…..something to dip in and out of.”

Grattan Donnelly Director at Develop Potential

“May I say how much I enjoyed your recent workshop in ESB on Emotional Intelligence.  I found it was one of the most enlightening one hour sessions that I have encountered recently. I work mainly with Management in terms of their development and training and your book has already proved invaluable to me in terms of extra tips and techniques.”

Catherine Tyrell Instructor LearningZone Accenture

“I certainly did enjoy your talk last night – and well done for being such an inspiration to all of us!”

Donla Twomey Executive Coach STEP Performance Group Ireland

“Congratulations on a great workshop this evening. I really enjoyed it. EQ is of huge interest to me. I am half way through the book already and am finding it a very practical guide to EQ. Well done and thank you!

Eadine Hickey of Eadine Hickey Coaching - Executive Coach to Executive and Full-time MBA's at Michael Smurfit Graduate School of Business UCD

“Thank you for last night. It was inspiring and very motivating.”

Bill Mullally Executive Coach

“I believe that Deirdre and Daire are a powerful combination as speakers and teachers!”

John Shields Executive Coach ABACO

 “I really enjoyed your presentation and have finished the book – I found it very informative and enjoyable. Wishing you both every success in the future.”

Wendy Mc Culla Owner at Aspire Learning & Development

“I really enjoyed the AC session on Emotional Intelligence this morning. Thank you for your input and enthusiasm- and for the book which I look forward to reading.”

Paula Wilson Wilson Sloan Consulting

“Emotional capitalists represent leaders with the advanced capacity of being able to guide people to action from within by engaging the prime movers of behaviour – emotions.”

 Dr. Martyn Newman

Today’s leader is faced with constant change and the increasing challenge of having to continuously do more with less. Following the recent ‘bailout,’ Ireland has not only to manage its own budget deficit of €15 billion but as a direct result of the banking crisis, it is also obliged to draw down €90 billion in funding from the IMF and Central European Bank to further capitalise the banks.

Leaders have an onerous task in front of them: cutting operation costs, managing daily cash flows with a microscope, trimming margins and severing headcount, as well as seeking to retain loyal customers and winning new business in innovative and creative ways. Very often, this type of scenario calls for leaders who can ‘step to the plate’ to get us through tough times.

This task-focused activity, while absolutely critical, can often override the human factors involved. People’s lives have been decimated: one or two-parent families may be jobless; mortgages remain unpaid with homeowners in negative equity; crèche fees are now a luxury and people are left with a sense of uncertainty and despair about their won and their children’s future.

People want strong leaders that they can trust to give people a sense of hope and inspiration for the future despite the current pressures around them. Outstanding leaders are not only highly competent at what they do but how they do it. They are emotionally-intelligent leaders. Emotional Intelligence, (EQ), is the “difference that makes the difference” and is even more critical to steer us through these tough times.

We outline 5 winning ways to help you lead with emotional intelligence in facing the tough challenges ahead: 

1.    Be authentic

Emotionally-intelligent leaders are able to remain optimistic and resilient even in the face of setbacks. They are authentic and take responsibility especially when times are tough. However, that does not mean trying to emulate someone else’s style that is not your own. Amgen CEO and President Kevin Sharer, Jack Welch’s assistant in the 1980s, saw the downside of people wanting to model GE’s strong charismatic leader. “Everyone wanted to be like Jack,” he explains. “Leadership has many voices. You need to be who you are, not try to emulate somebody else  

Emotionally-intelligent leaders act authentically in everything they do. They are highly aware of their own personal leadership style and the impact their behaviour has on others. At the same time, they are able to adapt their behaviour depending on the context of the situation they are faced with and in their relationships with others. They are “authentic chameleons” and can readily adapt to deal with the context and situation they are faced with (Goffee and Jones, 2006).  

Leaders must create an environment where people can see leadership by example. As Bill George tells us, “If there are sacrifices to be made – and there will be – then the leaders should step up and make the greatest sacrifices themselves. Crises are the real test of a leader’s True North” (George, 2007). When Carlos Ghosn was faced with a difficult turnaround situation in Nissan in 2000, he was the first one to accept full responsibility by announcing that he would resign if the change programme was not effective. Through his direct involvement and open engagement with staff on the ground, he was able to minimise resistance to change and get the company back on track

2. Articulate a Compelling Vision:

Emotionally-intelligent leaders not only require the competence and strategic foresight to handle these complex problems but must also have the ability to clearly articulate and engage people with a compelling vision and values to help them succeed, especially in tough times.

Many leaders are promoted on the basis of their technical competence but if they are unable to engage and communicate in an open and transparent way with their teams, they are doomed to fail. Ronald Heifetz, in his book, ‘Leadership with No Easy Answers,’ argues that the real heroism of leadership involves having the courage to face reality and mobilising others to tackle tough challenges (Heifetz, 2004).  

When President Barack Obama stepped up on the podium in Chicago’s Grant Park, on a crisp, November evening in 2008 to address the vast audience before him, he spent only the first 7 minutes talking about his campaign. In the remainder of his address, he was able to tap into the emotional needs of the American people and urge them to support change, “Yes, we can!” Obama clearly demonstrated the ability to provide clarity and hope in times of adversity. EQ is about inspiring and tapping into people’s values so that they want to move towards the new vision with you.

3.  Create an Environment in which People can Succeed:

In times of crisis, people are unsure and uncertain about their future and this may result in a dip in their performance levels. Successful leaders clarify objectives and expectations and provide an environment which enables people to work to their full potential, by encouraging and supporting them to be at their best. Leaders must enable their teams to work at their best and empower them with the responsibility and authority to make decisions about things that directly affect them.

Goffee and Jones, (2006), pointedly ask, “Why should anyone be led by you?” and wait for knees to shake! They firmly believe that leaders cannot operate without the commitment and loyalty of their followers. In their studies, they identified 4 key elements that followers want from leaders:

•  Authenticity: there’s no point trying to emulate someone else - lead authentically and be yourself
•  Significance: provide meaning and significance in the work people do
•  Excitement: inspire passion and enthusiasm to follow a shared vision
•  Community: create an atmosphere of camaraderie and trust

4.  Connect on an Emotional Level with your Employees:

As many staff at this time watch their friends and colleagues pack their cardboard boxes and take their beloved yucca plants out of the office, they can feel like ‘survivors’ rather than employees. The leader must recognise their pain, understand and empathise with what they are going through and be able to motivate and inspire them to rebuild the company for the future. As Daniel Pink tells us, there is now a clear shift from ‘left brain’, logical and analytical abilities, to an increasing focus on ‘right brain’ skills such as inventiveness, empathy and instilling meaning and purpose among employees (Daniel Pink, author of ‘A Whole New Mind’).

Martyn Newman calls this new style of leadership, ‘Emotional Capitalism.’ He argues that emotionally-intelligent leaders “create value and influence through their capacity to identify with the emotional experience and aspirations of their people, and build shared identities with them” (Newman, 2007).

5.   Communicate, Communicate, Communicate!

In many crises, heads go down and concentrate on the task in hand. However, the first thing to diminish is the level of open communication with staff. Emotionally-intelligent leaders are excellent communicators and can relate well to people at every level. Their employees are fully committed to working with the leader rather than for him/her.

Former BP boss, Tony Hayward, was severely criticised in his handling over the BP Deepwater Horizon rig disaster in the Gulf of Mexico, the worst offshore oil spill in U.S history, which killed 11 workers and destroyed the lives of local citizens.

Despite his best efforts at communicating with the wider public and with congress, his demeanour lacked passion and empathy with the grieving families who had suffered and the lives of those whose livelihoods had been threatened. When asked for a comment on the crisis, having recently attended a glitzy yacht race around England’s Isle of Wight, he told Louisiana residents that no one wanted to resolve the crisis as much as he did because “I’d like my life back.” The rest is history!  

Conclusion:

While the traditional cognitive, analytical and technical skills are still vitally important, they are no longer enough in today’s challenging environment. EQ is increasingly becoming a critical success factor for today’s leader. Balance is the key! With a combination of both IQ and EQ skills, you can become a much more ‘rounded’ and emotionally-intelligent leader.

“The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.”

                                                                                                                              Dr Martin Luther King Jr.

Imagine being buried alive, 2,000 feet below ground, isolated from friends and family, in a sea of perpetual blackness, melting in 90 degree humidity, covered in red slimy mud from weeping cave walls, and to top it off – you’ve a screaming toothache!

Much will be written on and commented upon about the happy outcome of “Los 33” – the brave Chilean miners who united both the Chilean people and the rest of the world in unyielding hope for their survival. It is hard to believe that 1 in 5 people witnessed this ‘real life’ and authentic ‘reality show’ on live TV, as opposed to the contrived and mind-numbing versions we witness on many channels.

They were rescued after 69 days. However, their ‘real’ rescue occurred from the moment their foreman Luis Urzua, or Don Lucho as he is familiarly known, descended as part of his normal shift cycle. As one of the most experienced miners in the group, he said he did to not all the miners very well, yet he was able to inspire hope and motivation amongst this group under the most extreme circumstances.

He clicked immediately into gear once the dust had settled after the collapse and set up a ‘mini-society, identifying the key strengths id each individual and assigning them specific roles and responsibilities. He broke the unwieldy group of 33 into 3 teams of 11 and implemented immediate survival techniques to ensure than when help did reach them - that they would be alive to tell the tale. At the time of rescue on August 17th, they were down to one spoonful of tuna every two days!

“Los 33,” have been praised for their exacting discipline, courage, patience and good humour. They had to wait 17 days in this unyielding darkness not knowing if they would ever be rescued. Whilst they had their conflicts, as you would expect, Don Lucho encouraged them every morning to trust in fate, “if they find us, that’s great but if they don’t, that’s that.” He gave each team routine tasks to perform and each person had a dedicated role of medic, presenter, comic, pastor and poet.

In these difficult times, we ask is there a role for emotional intelligence in business, when pressures around us make us keep our head down and we focus more on the tasks ahead rather than the great team of people around us. As former head of HR in RBS states, “People are pivotal in the recovery - we need to get them to do a lot more and to do different things in different ways.”

We can often succumb to negative thoughts of ‘doom and gloom’ but this only exacerbates a negative climate. Like Don Lucho, we have to trust that things will work out and despite the difficulties we will get through this recession – we’ve done it before! 

Research by the Emotional Intelligence Consortium among business executives found that optimistic Insurance sales agents with high EQ, sold over twice the amount of policies than their weaker counterparts.

Optimism and resilience are critical for leaders in these challenging times as studies show that it is those who continue to adopt a positive mindset even in the face of setbacks, will rebound quickest in this recession. One leading entrepreneur, President of Alltech Biotechnology, Dr. Pearse Lyons, described himself recently as “a recession heretic!” This is so admirable in tough times as it requires a tenacity and steadfastedness to grab hold of your vision and dream and stick with it, despite the obstacles.

Here are 6 key steps to developing your sense of optimism and resilience in these challenging times:

1. See The Glass as ‘Half Full’ not ‘Half Empty:

Are you a person who sees the glass half full or half empty? How do you experience setbacks – do you see them as problems or challenges? Are you generally motivated to continue, even when the going gets really tough? As Martin Seligman, leading expert on emotional intelligence and author of ‘Learned Optimism,’ tells us, “optimists tend to live longer, have fewer illnesses, have lower blood pressure and are ultimately more successful in their lives.”

Do you see the glass as half full or half empty?       

Leaders with high optimism and resilience have a ‘can do’ attitude and always see the ‘glass half full’ and maintain a positive attitude even in tough times. They recognise when they are in a difficult situation but adopt a ‘can do’ approach in dealing with it.  They tend to be more resilient and look at setbacks as learning opportunities for personal growth.

As the football manager of Crystal Palace FC Iain Dowie described his team, “they have that quality of ‘bouncebackability,’ and maintain a strong sense of realism.

2. Be Determined To Succeed Even In The Face Of Adversity:

Aung San Suu Kyi, a political hero in Burma, is due to be released from six years house arrest once formal elections, from which she was banned from participating in, have taken place. She has remained an international symbol of heroic and peaceful resistance in the constant face of oppression.  Despite being isolated from her family and friends and under forced ‘house arrest,’ she remains resolute in her fight for democracy for the Burmese people. The inspiration and determination she has shown deservedly earned her the Nobel Peace Prize in 1991.

3. Don’t Take Things Personally:

Too often, we get defensive when things don’t go our way or become demoralised by setbacks. Studies have shown that pessimists tend to take setbacks personally, while optimists don’t!

A pessimist might moan and say, “I’ll never get the job I want!” whereas the optimist will put it in context and say, “this job wasn’t really suited to me.  I’ll be more specific as to what I can offer next time!” 

 “Accept the things you cannot change, have the courage to change the things you can, and the wisdom to know the difference.”  

R. Neibuhr           

It is important to reframe setbacks or problems as ‘challenges’. Every situation can be viewed from different perspectives.  The word ‘problem’ may cause you to feel immobilised, while the word ‘solution’ will make you feel energised and empowered. It is just like two sides of the same coin!

4. Ask yourself, “What Can I Learn From This?”

Sometimes, we don’t need anyone else to criticise us as we can make a great job if it ourselves! We need to monitor our ‘self-talk’ and be conscious when we are lambasting ourselves for doing something wrong.

There is no such thing as failure, only feedback! Failure is an essential ingredient for high achievement.  In the words of golfer Padraig Harrington:

“If you are looking for average, then try not to make mistakes, but if you are looking to be great, you’ve got to make loads of mistakes.”

5. Use Positive Language

Thoughts, whether positive or negative, tend to attract more of the same. So by dwelling on happy, optimistic and hopeful thoughts and expectations, you'll increase your tendency to develop and nurture a positive attitude.   As Jack Canfield of ‘The Success Principles’ reminds us, “Pay attention to what you focus on, as it may happen!”

6. Develop an attitude of gratitude!

Often we let the most important things in life slip by and take them for granted: our health, our wonderful families, our supportive colleagues, your committed workforce. Be grateful for what you have already. By developing an ‘attitude of gratitude’ you will begin to appreciate what you have and immediately put things into a more positive perspective. What are you grateful for today?

Conclusion:

One of the critical underlying competencies of Emotional intelligence is the ability to have a realistic sense of optimism to motivate and encourage employees and to remain steadfast and resilient in the face of adversity. EQ is increasingly becoming a critical success factor for today’s leader. With continued positive inspiration shown by leaders in the business community, Ireland Inc. needs to dig deep and reinvent itself to prosper in the longer term.

It is natural to look outside the organisation to see if there are better ways of operating.  Leading-edge, world class and best practice are the catch phrases attached to organisations which seem to be operating well above average in any particular sector. Management gurus, international consultancies and prominent academics convert the excellent practices of these organisations into commercial capital by proposing them as the next big idea. Many of these ideas are well such as MBO, Six Sigma and TQM.  However, how can we know whether the next big idea is capable of making a significant contribution or is simply a management fad?  

Fads become fashionable because they appeal to our hope that there is an easier way to be successful. Search Google for “Spotting Management Fads” and you will find a Harvard Business School article by Danny Miller and Jon Hartwick outlining research which they completed.  They researched 1,700 articles over a seventeen year period to identify business ideas that rose to sudden prominence only to fall rapidly into obscurity. Does anyone remember quality circles? 

What then is the secret of fads fleeting success? Miller and Hartwick identify eight characteristics that make fads appealing.  They include the fact that a fad operates to a simple, prescriptive formula which is in tune with the spirit of the times.  The one-size-fits-all nature of fads promises results in ways that are novel but not radical.   

Fads are easy to sign up for. They use nice, acceptable language and can usually be overlaid on the existing organisation, making it look good. They also have the effect of allowing organisations claim that they are made a bold move forward. However,fundamental change programmes such as diversification, introduction of shared services and Six Sigma working require more radical and invasive interventions.  That is not to say that fads are of no use.  They can be beneficial in unfreezing an organisation, implementing positive values and providing a sense that things will never be the same again.

How to spot a fad is an interesting question. It is tempting to rely on the research on which the new big idea is based. However, research may mislead as is amply illustrated in a review of the Jim Collins’ management classic “Good to Great.” This book was developed as a result of exhaustive research aimed at identifying what causes some organisations to achieve greatness.  The review is included in a research paper by Philip Rosenzweig which is easily found in another Google search. It completely debunks the impressive reputation that Collins’ book (and many other comparable texts) have built up.  He refers to the ‘halo effect’ that surrounds successful organisations and the false inferences that ensue, resulting in a circular argument and a distortion of causal relationships. 

The lesson arising from these studies is clear.  Firstly, until an organisation has given its existing system every chance of success, it should not go looking for a panacea for all its ills.  Build on existing strengths such as systems, expertise and commitment.  Eliminate problem areas such as absenteeism, poor quality, duplication of activities and needless waste.  There is no reason to believe that an organisation that is unable to manage its existing systems and structures effectively will be able to implement the fundamental change required to transform organisation performance in the future.    

Brian has written an article for the June edition of Business and Finance on why it is important to focus on your career during a recession.  The reasons for this are explained and he talks us through what to expect from a career during a recession and indeed how to go about finding a career and landing it if you are unemployed.  It is not easy and one must adapt both their career ambitions and their personal ambitions also.

See more on this matter and read the article here

The Net Visionary Awards are run by the Irish Internet Association and they attract a high volume of entries from internet businesses throughout Ireland across over twenty award categories.

One of our authors, Brian Mc Ivor has recently had an article published in the Spring 2010 issue of Training and Development magazine.

The article description is as follows:

CAREER PLANNING 

A career could be defined as a plan or blueprint of your working life. under pressure to keep work and money coming in many are ignoring the bigger picture. This advice will help  you get back on track. 

Download here

The article sets out the key considerations for business owners and business leaders before getting involved in Social Media.  It also aims to helps businesses understand different levels of engagement with a view to finding the one most appropriate.

The article is written by Ronan Morris who is an author here at Management Briefs and whose book, co-written with Garry Hynes, is due for publication later this month.

The article appears on pages 58 and 59. You can download the article here.

It takes a light-hearted look at the fact that trainers are often great at giving advice – but not following it!

View the article here.

Management Briefs will be at the London Book Fair this month at Earls Court from 19th April to 21st April.

It is set to be another exciting and successful book fair for us. Feel free to contact us if you are interested in our books or would like to meet with us.

We look forward to seeing you there!

He was talking about the general economic climate and how this was affecting the website business he co-founded, 'Web Together'.  

Listen to the interview here 

http://thisweekinireland.com/this-week-in-ireland-episode-12-anglo-irish-more-bodies-buried-then-ivan-the-terrible/

Ronan's piece follows an interview with Joan Burton TD at about 57 minutes into the broadcast.

Yu can watch these helpful workshops on the the Morning Shows website

http://www.tv3.ie/shows.php?request=themorningshow

The items will be available to view for a few weeks afterwards.  Brian will be alternating on the show with a psychiatrist who will deal with ways of managing stress and self-confidence during redundancy.

One of our non-executive Directors, Eoin Goulding recently appeared in an article on Silicon Republic which is Ireland's Technology News service.

The article talks about the significant revenue growth at his IT security firm, Integrity Solutions.

The full text of the article is available here:

http://www.siliconrepublic.com/news/article/15691/business/integrity-grows-revenues-over-65pc

You can check out their website:

http://www.tv3.ie/shows.php?request=themorningshow

• Get in close to employees. You want employees who want the organisation to thrive – whether or not they have written goals. Conversations about performance – including goal-setting, delegation, giving feedback, coaching – should be happening all the time. Quality conversations ensure that performance management is a meaningful process – not just a once-a-year tick-box exercise.
• If you write SMART goals, make sure that your employees understand the spirit of the goal; what you are strategically trying to do. The SMART goal (which is the letter of the goal) is achieved when it contributes to achieving the bigger picture.
• Think about the behaviour that the SMART goal is likely to drive – is that what you intended?
• Make sure that the performance management document is a living, breathing document and that goals are updated in line with market/environmental/internal changes
• Make sure that everybody knows what the strategy is. Sending people an emailed copy of a presentation is not sharing the strategy. I often find that the top management team tell me that everybody in the organisation is aware of the strategy. Employees down the line will tell a very different story.