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Effective personnel management is one of the hardest tasks for any manager but it's also one of the most important.
Managing large teams can feel like a never ending task. The minute you think you have a grasp of the team's availability and capabilities, something changes and it can feel like going back to square one.
You need to approach the different aspects of personnel management in the right order, at the right times, for the best chance of success.
In this post I outline my 5 Steps to Effective Personnel Management. Read through and see how they compare to your processes.
"Who is your Leadership Skills course aimed at?"
That is the most common question we get asked about leadership training.
Anybody who wants to lead in their organisation, from team members up to C-level executives and business owners.
It is a common misconception that leadership is only important for positions of authority.
I think that's wrong and in this post I'm going to explain why leadership is important at all levels of an organisation.
I've also put together some highly simplified graphics to show why I think that leadership at the bottom can often lead to highest level of organisational change.
Leading from the Top
The balance between passivity and aggressiveness can sometimes be a difficult thing to find.
Many find themselves being too passive in a situation which demands a more direct and confident approach, whilst others, in an effort to correct this, are too aggressive and domineering.
On our Assertiveness Training Course, we show you how to maintain this perfect balance and become more confident in your approach.
Assertiveness is neither being passive or aggressive but rather making your opinions be heard, recognised and respected.
It is the ability to withstand outside pressure and bias and stay true to what you know is right.
True leaders lead whether they've been given an official position of power or not.
On our Leadership Training Course, you'll learn that it takes more than just a title to be a leader; it takes courage, passion, empathy, confidence and a whole lot more.
Being able to lead effectively when you're not a designated leader is tough.
It's a fine line to tread between being helpful and being arrogant or egotistical, and this is especially the case with how your boss or superior will react to you taking some of the reigns.
With that in mind, I thought we'd take a look at how to lead upwards, without encroaching on your manager's territory.
This is the sort of advanced people management skill that will really give your career a boost in the long-term.
Analyse your skills
If you're aware of where your strengths and weaknesses lie, you'll be better equipped to deal with others, and dealing with others is the fundamental goal of leadership.
Is communication something you're comfortable with or does it need working on? Are you a confident talker or a thoughtful listener (or both)? Do you lead with charisma or are you reserved?
Asking these questions, and others, of yourself will allow you to get to grips with who you are in a professional capacity, and only then can you begin to lead others.
In this post, our leadership trainer Matt runs through what it means to be charismatic and why it is such an important trait for great leaders. Confidence plays a big role in having charisma; something we emphasise on our Confidence and Assertiveness Course.
It’s always interesting when you are running a leadership course and the subject of charisma comes up.
When I ask the question “what is the difference between leadership and management?” you can pretty much guarantee that someone will say “managers don’t need charisma, but leaders must have it”.
I often then ask delegates who their examples of people with charisma are, and this is where it gets intriguing. You get such a wide variety of suggestions.
Amongst the choices people have put forward have been: President Obama (a popular choice), Simon Cowell, Sir David Attenborough (he seems to be universally admired), Karren Brady and Richard Branson. It’s also very touching when people name previous teachers or managers as examples.
What I think is notable is that often one person’s choice will surprise other delegates and sometimes will elicit fierce debate.