What exactly is a Keynote Speech | Keynote Speaker India | coachjaykumar

For the record, a true keynote speech is a motivational speech. I like to think of it as similar to the key note for a cappella singing – its sets the overall tone and context for the event. (Oh, and if a keynote address is delivered in the middle or at the end of the event, then it either continues the conversation or wraps-up the event). 

Of course, all presentations require the speaker to focus on the audience, but a successful keynote requires an even bigger emphasis. In order to motivate change—the speaker must first genuinely connect with the attendees. Without a solid connection, it is impossible to inspire attendees to take action.

And just like in any situation, solid connections are made by sharing and expressing common ground. The problem is speeches are mostly one-way conversations.  So the speaker must get to know the audience ahead of time in order to incorporate appropriate connecting references into the speech.

Connect with the Attendees Through Preliminary Research

A speaker should always research:

• The purpose or mission of the organization

• The purpose and theme of the conference

• Any special challenges the organization is currently facing

• Recent accomplishments of the organization

• Who will be the other speakers at the event

• Who have been previous keynote speakers? What worked?  What didn’t?

• Demographics of the audience

• Examples of the work produced by attendees

Be sure this information is discussed with not only the event organizer, but also several of the intended participants.  You might even reach out to previous attendees if this is a yearly event.  Also, don’t forget to review the organization’s website, the event website from this year and previous years, and any printed marketing materials you can find. It may seem like overkill to do so much research, but you may be surprised in the variety of the response you receive.  In the end, the more you are able to learn about the audience and the organization, the better prepared you will be, and the more successful the presentation.  I can’t emphasize this enough.  Do not skimp on research—particularly for a keynote presentation! It’s worth the investment of your time. 

Use Your Research to Customize Your Keynote
 
This research is what guides the speaker through the customization process. Most importantly, your opening attention-getter must use the information you learned. When I was presenting to Johns Hopkins, my opening attention-getter made reference to the specific issues facing the hospital.  When talking to high school girls, I used a story from when I was that age that was similar to a story one of the girls told me before the program.

The research is also used to customize all your examples. I often include examples that are drawn directly from the participant interviews. By using participant examples, the presentation then reflects the language and experiences of the organization.  Every organization has it’s own style and you’ll want to reflect that style. 

In review, it’s important to first clarify the type of presentation requested, and if it is a keynote speech, then gaining a detailed understanding of the audience and organization is important.  Next, you’ll use the information you learned from your research to create and organize your keynote.  Don’t worry, I won’t leave you handing…we’ll talk about that in the next episode.    

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Keynote Speaker India : coachjaykumar

A keynote in public speaking is a talk that establishes a main underlying theme. In corporate or commercial settings, greater importance is attached to the delivery of a keynote speech or keynote address. The keynote establishes the framework for the following programme of events or convention agenda; frequently the role of keynote speaker will include that of convention moderator. It will also flag up a larger idea – a literary story, an individual musical piece or event.

The Keynote Speaker is the fourth studio album by American rapper and Wu-Tang Clan member U-God. The album was released on July 23, 2013, by Soul Temple Records. The album features guest appearances from GZA, Method Man, Styles P, Inspectah Deck, Elzhi and Kool Keith among others.

A motivational speaker or inspirational speaker is a speaker who makes speeches intended to motivate or inspire an audience. Business entities may employ motivational speakers (for example) to communicate company strategy with clarity, to help employees to see the future in a positive light, or to inspire workers to pull together. The talk itself is often known as a pep talk.

Antiquity

Modern scholarship on classical oratory as a means of persuading and moving audiences can look to Cicero's De Oratore as an exemplar for "the rhetoric of motivation".

Critical response

Upon its release The Keynote Speaker was met with mixed reviews from music critics. Ronald Grant of HipHopDX gave the album two and half stars out of five, saying "The final analysis on Keynote Speaker is that it’s an album with some stellar moments courtesy of guest appearances and from U-God himself. But the project fundamentally misses the mark in a several areas, be it the hit-or-miss beats and lack of consistency in overall production quality or U-God’s habit of falling into lackadaisical emceeing. Rest assured that the total legacy of Wu Tang is very much in tact, but U-God unfortunately hasn’t added much to it with his latest set of music."

Jaroslav Lavick of RapReviews gave the album a 6.5 out of 10, saying "There is little doubt that U-God will never attain the popularity of Ghostface or Method Man, but it seems he's proud of what he's achieved, where he is now, and where he's headed, and he's not shy to let us know about it on "The Keynote Speaker". Rather than just talking about himself for the majority of the album I wouldn't have minded touches of social commentary also (similar to what Cappadonna showed on "Eyrth, Wynd and Fyre"), as he's getting older and wiser, but then maybe U-God is simply never going to be that kind of rapper. After all, if his music maintains this level of high quality he can be telling us he walks on water and I'd play along with it, I just hope this album convinces a few more people to pay some deserved attention to his solo work."

David Jeffries of AllMusic gave the album three and a half stars out of five, saying "U-God has long been one of the lesser-known MCs in the massive Wu-Tang Clan, and while the urgent, alive, and altogether awesome moments of Keynote Speaker suggest he's certifiably "slept on," there are enough redundant numbers on this 50-minute release to put him back in the category of "acquired taste." Acquire the taste for hard-hitting beats, a nostalgic stance, and cold punch lines and the album is one of his best, with the space disco and surprising "Stars" plus the stern-and-sure title track offering great examples of the artist's strengths.

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Business coaching

Business coaching is the practice of providing support and occasional advice to an individual or group in order to help them recognize ways in which they can improve the effectiveness of their business. Business coaches work to improve leadership, employee accountability, teamwork, sales, communication, goal setting, strategic planning and more.

It can be provided in a number of ways, including one-on-one tuition, group coaching sessions and large scale seminars. Business coaches are often called in when a business is perceived to be performing badly, however many businesses recognize the benefits of business coaching even when the organization is successful. Business coaches often specialize in different practice areas such as executive coaching, corporate coaching and leadership coaching.

Coaching

This article refers to the act of coaching people. For other uses of the word, see Coach (disambiguation).
Coaching is training or development in which a person called a coach supports a learner in achieving a specific personal or professional goal. The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives, as opposed to general goals or overall development

Coaching ethics and standards

One of the challenges in the field of coaching is upholding levels of professionalism, standards and ethics. To this end, coaching bodies and organizations have codes of ethics and member standards. However, because these bodies are not regulated, and because coaches do not need to belong to such a body, ethics and standards are variable in the field.

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Employee motivation

Employee motivation , i.e. methods for motivating employees, has been broadly defined as the "psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort and a person's level of persistence".

Motivational techniques:

Job design

The design of an employee’s job can have a significant impact on their job motivation. Job design includes designing jobs that create both a challenging and interesting task for the employee and is effective and efficient for getting the job done.

Four approaches to job design are:

Job Simplification:

The goal of this job design approach is to standardize and specialize tasks. Unfortunately this approach does not always lead to increased motivation as the jobs can become mundane.

Job Enlargement:

The goal of this job design approach is to combine tasks to give the employee a greater variety of work.

Job Rotation:

The goal of this job design approach is to move workers to different tasks periodically.

Job Enrichment:

The key to job design employee motivation, this approach aims to enhance the actual job by building up the employee through motivational factors.

Several studies validate the effectiveness of using job design techniques as an employee motivation technique. A study conducted by Campion and Thayer used a job design questionnaire to determine how job designs fostering motivation affected employees. Campion and Thayer found that jobs with more motivational features have lower effort requirements, a better well-being, and fewer health complaints. The study also found that jobs scoring high on the motivational subscale of the questionnaire contained employees who were more satisfied and motivated, had a higher rating pertaining to job performance, and had fewer absences. 

Hackman. conducted a study pertaining to work redesign and how redesigning work could improve productivity and motivation through job enlargement or enrichment. The study’s results found that redesigning a job can improve the quality of the product or service that is provided, increase the quantity of work, and can increase work satisfaction and motivation. The last study on job design was conducted by Dunham who wanted to determine if there was a relationship between job design characteristics and job ability and compensation requirements. 

Dunham believed organizations were overlooking job ability requirements and compensation when they enlarged or enriched employee’s jobs. The study found that organizations were not taking into account the increased job ability requirements that job enrichments or enlargements entail nor were the organizations increasing compensation for employees who were given extra tasks and/or more complex tasks.

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Corporate Trainer India | http://www.coachjaykumar.com/

Corporate Education refers to a system of professional development activities provided to educate employees. It may consist of formal university or college training or informal training provided by non-collegiate institutions. The simplest form of corporate education may be training programs designed "in-house" for an organization that may wish to train their employees on specific aspects of their job processes or responsibilities. More formal relationships may further exist where corporate training is provided to employees through contracts or relationships with educational institutions who may award credit, either at the institution or through a system of CEUs (Continuing Education Units).

Many institutions or trainers offering corporate education will provide certificates or diplomas verifying the attendance of the employee. Some employers use corporate and continuing education as part of a holistic human resources effort to determine the performance of the employee and as part of their review systems.

Increasingly organisations appear to be using corporate education and training as an incentive to retain managers and key employees within their organisation. This win-win arrangement creates better educated managers for the organisation and provides the employees with a more marketable portfolio of skills and, in many cases, recognised qualifications.

The Difference Between Corporate Education and Corporate Training

Most organisations tend to think of corporate education as corporate training. Corporate training programs are often competency based and related to the essential training employees need to operate certain equipment or perform certain tasks in a competent, safe and effective manner. The outcome of a corporate training program is a participant who is either able to operate a piece of equipment or perform a specific task in an effective manner according to pre-determined training criteria.

The primary role of corporate training is to ensure an employee has the knowledge and skills to undertake a specific operation to enable an organisation can continue to operate. Fundamentally, corporate training is centred on knowledge transfer, with an instructor teaching or demonstrating a particular function and the student learning and demonstrating they can apply what they have learnt to a particular operation.

Corporate education, however, adds another dimension and depth to training by involving learners as participants in generating new knowledge that assists an organisation to develop and evolve, rather than maintain the status quo. Corporate education focuses on developing the capability of an organisation to be able to do things and, in particular, the right things in order to be a sustainable and successful organisation.

Corporate education involves a facilitator, rather than an instructor or trainer, to engage participants and encourage them to think about the what, how and why of what they are doing and to challenge their current paradigms. Corporate education is centred on introducing learning techniques to stimulate employees to think about what their organisation does, where it is heading, potential new opportunities for the organisation and new and better ways of doing things. While the role of corporate training is to develop the operational competency of individuals, the purpose of corporate education is to promote the development of capability of both an individual and their organisation.

Increasingly organisations appear to be using corporate education as an incentive to retain managers and key employees within their organisation. This win-win arrangement creates better educated managers and employees for the organisation and gives individual employees a more marketable portfolio of skills and, in many cases, recognised qualifications.

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Motivational Keynote Speaker in India: Coachjaykumar

Public speaking (sometimes termed oratory or oration) is the process or act of performing a presentation (a speech) focused around an individual directly speaking to a live audience in a structured, deliberate manner in order to inform, influence, or entertain them. 

Public speaking is commonly understood as the formal, face-to-face talking of a single person to a group of listeners. It is closely allied to "presenting", although the latter is more often associated with commercial activity. Most of the time, public speaking is to persuade the audience.

In public speaking, as in any form of communication, there are five basic elements, often expressed as "who is saying what to whom using what medium with what effects?" The purpose of public speaking can range from simply transmitting information, to motivating people to act, to simply telling a story. Good orators should be able to read their audience and not only engage them, but also be able to read them. The power of a truly great presenter is the ability to change the emotions of their listeners, not just inform them. 

Public speaking can also be considered a discourse community. Interpersonal communication and public speaking have several components that embrace such things as motivational speaking, leadership/personal development, business, customer service, large group communication, and mass communication. Public speaking can be a powerful tool to use for purposes such as motivation, influence, persuasion, informing, translation, or simply ethos.

In current times, public speaking for business and commercial events is often done by professionals, with speakers contracted either independently, through representation by a speakers bureau paid on commission of 25-30%, or via other means.

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Top Motivational Speaker in India: coachjaykumar

A motivational speaker or inspirational speaker is a speaker who makes speeches intended to motivate or inspire an audience. Business entities may employ motivational speakers (for example) to communicate company strategy with clarity, to help employees to see the future in a positive light, or to inspire workers to pull together. The talk itself is often known as a pep talk.

Public speaking

Public speaking (sometimes termed oratory or oration) is the process or act of performing a presentation (a speech) focused around an individual directly speaking to a live audience in a structured, deliberate manner in order to inform, influence, or entertain them. Public speaking is commonly understood as the formal, face-to-face talking of a single person to a group of listeners. It is closely allied to "presenting", although the latter is more often associated with commercial activity. Most of the time, public speaking is to persuade the audience.

Overview
In public speaking, as in any form of communication, there are five basic elements, often expressed as "who is saying what to whom using what medium with what effects?" The purpose of public speaking can range from simply transmitting information, to motivating people to act, to simply telling a story. Good orators should be able to read their audience and not only engage them, but also be able to read them.

The power of a truly great presenter is the ability to change the emotions of their listeners, not just inform them. Public speaking can also be considered a discourse community. Interpersonal communication and public speaking have several components that embrace such things as motivational speaking, leadership/personal development, business, customer service, large group communication, and mass communication. Public speaking can be a powerful tool to use for purposes such as motivation, influence, persuasion, informing, translation, or simply ethos.

In current times, public speaking for business and commercial events is often done by professionals, with speakers contracted either independently, through representation by a speakers bureau paid on commission of 25-30%, or via other means.

Techniques and Trainings

The objectives of a public speaker's presentation can range from simply transmitting information, to motivating people to act, to simply telling a story. Professional public speakers often engage in ongoing training and education to refine their craft. This may include seeking guidance to improve their speaking skills—such as learning better storytelling techniques, for example, or learning how to effectively use humour as a communication tool—as well as continuous research in their topic area of focus.

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Accountability - Best Motivational Speaker in India

A Ceo lamented that he dreads AOP’s because of the amount of lack of accountability that crops up with his subordinates. It acts as dead weight that brings down momentum and energy in those sessions, elaborately crafted job descriptions with fine details ironed out does not cut it by far. These challenges are endemic and rooted in the subconciousness of the institutional memory of the organization. Structure and specificity is important, buts, that not ground ZERO

There are established stereotypes that abound in corporate circles based on accountability or the lack of it -Victims, finger pointers, responsibility duckers, clock watchers, wait and watchers –We have all been there in various avatars, sometimes as players and sometimes at the head of the table.

Some of the sins of low accountability are :

• Staying confused and waiting for instructions –Laxity in seeking out clarifications, raising potential blocks and pertinent detailing are signs of low accountability
• Rule book orientation-This is not the way it has been done in the past, I will wait around till it has become a part of an official record.
• Denial –Shutting down any feedback and insisting that their approach is the best inspite of ample evidence to the contrary.
• Wait and see-A head buried in the sand approach leads to serious fire fighting at a later and more crucial stage.
• Not my job-Why should I shoulder someone else’s load?

Leaders need to ensure a 4 step process to bring in greater accountability – Awareness, Acknowledgement, action and accountability. A complete understanding of accountability in organizations must begin with an acceptance of the notion of “joint accountability.” 

One company president characterized what joint accountability meant to him: “everyone working together so that we don’t drop the ball; but when it does get dropped, everyone dives for the ball to pick it up.” “Unfortunately,” he said, “too many of our people see the ball falling to the ground between players but react by saying ‘that was your ball. 

However, when people view their accountability as something larger than their responsibility, people find themselves feeling accountable for things beyond what a literal interpretation of their job description might suggest (i.e.,profits, customer complaints, sharing information, project deadlines, effective communications, sales, and the success of the overall company)

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Organizations, like Fish start rotting from the head!

Overall organization culture starts with leadership behavior. Leadership behavior has a tremendous impact on the overall organisation culture. Typical of tribal behavior, we observe people around us indulging in a certain kind of behavior and we adapt and tend to blend in, this is called “social proof”.

In most organizations, there is no clear and consistent communication on elements of leadership behavior. There are some lessons to be borrowed from the marketing side of the business –If you are not clear about the positioning of your product, the environment will position your product. The sum of all experiences, emotions and stories of your org is the culture experienced by an employee. If you don’t have a role to play in that conversation, you are not even in the game.

You can’t direct it as marketers have realized that brand dialogues in the minds of the consumers is the real identity for the brand. Secondary challenges abound when your company does have stated values, norms and artifacts on all the walls, but if stated values and norms are very different from lived values –this leads to organizational schizophrenia.

Core Values of an organisation –The True North Star

In my previous organisation at Nat Geo , We had a team that was working with CSR teams of various organizations and figuring out a way to communicate their brand message. We had the opportunity to present an organization’s point of view in connection with the fragility of the ecosystem of the Olive Ridley turtles.

The partner organisation was bang in the middle of a spat between various stakeholders, political parties, NGO’s and employees .They were actively considering a way to document the reality of the situation by a credible third party entity, considering the fact that the Olive ridley turtles would come to a beach to nest that was close to their area of operation. At the discussion stage, it was clear from their side that the intent was not to direct the information or content that would favour them, they were still interested in sponsoring an independent documentary from Nat GEO.

When this proposal reached the Head quarter of Nat Geo,they turned down an obviously lucrative business deal and said that that if the need arose to shoot a documentary on the same subject, Nat GEO would do it bearing all costs –They did not want to be seen as complicit in doing anything that would not be in line with the values that have been passed on-Truthful storytelling about a beautiful planet!

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Adventurous Life Lessons - Motivational Speaker in India

I have for the longest time considered myself as a fairly adventurous individual with a healthy zest for life .I am grateful that some of the items in my bucket list were achieved and then some, on another list titled “Surreal “, thanks to serendipity.

Driving an armoured tank

Sitting next to a mahout escorting an elephant in the same aircraft on my first international flight.

Discussing haiku with an elderly Samurai Japanese client who wished to be cremated at Benares.

The Marshmallow experiment:

As fun as it was, the above and below mentioned experiences created a rich source of references and I learnt some important Life lessons.

The Push –My first bungy jump was at Phuket, Bangkok. My heart started pounding As the carriage started moving upward, the carriage stalled for a bit midway and I thought that this height was not bad as a jumping point. My friends who were safely on ground “reassured “me heartily that I was only half way up .As I reached the top and was strapped in ,I hobbled over to the edge and saw the green water of the lake 50 meters below and my heart froze., I took several deep breaths and tried to rationalize the fear, but to no avail. I looked at the instructor and confided whilst I was ok about the height, I could not take the leap, would he mind pushing me over. He said “no problem”, setting my camera down; he gently pushed me over screaming and flailing.

Lesson: When due diligence has been done, if fear is still around, enlist a friend who will "push you".

T It's all YOU - The second Bungy was off the Macau Tower in the night - 233 meters the highest bungy in the world and the same thing happened ,I froze, the countdown started and ended and yours truly was still on the perch. So, I asked my aussie instructor for "the push", he very politely declined saying "it was bad karma ", I had to do this on my own and I did!! A very proud moment.

Lesson-The ultimate leap is yours to make, once you do!!! Breaking barriers within you is the best fun you can have.

Attitude over Skill.

• Grew up into adults who had better physical health.
• lower rates of obesity ,
• Fewer STD’s and even healthier teeth (apparently, good self control includes brushing and flossing).

Children with poor self control:

The first question in the final theory exam – What is more important to a paraglider? Skill or Attitude? I answered Skill and the instructor promptly corrected me, Attitude was far more important and primary. Respect for nature, Composure, following rules were essential prerequisites for a paraglider and these were directly dependent on Attitude.

Lesson - When it comes to matters of Life, Your attitude matters !

Buddy Check

You never dive alone, never!! you have a dive buddy with you always .Watching over some body ,regularly checking his/her submersible pressure gauge ,doing a pre dive check ,there is a lot of responsibility built in as you are responsible for someone else’s life and when you have someone that you can rely on ,it’s absolutely reassuring.

Lesson - Have a buddy who has your best interests at heart, reach out for help, and don’t hesitate .Be that buddy for someone else as well.

My co sky diver was a strapping young 75 year old from Sydney, enough said! And this skydive was a birthday gift from his wife to him. Lesson - You are never too old! Period.

Ask and you shall receive- Have a curious mind and ask lot of questions especially ones like "Can I drive that awesome tank?"

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Listen up - Best Motivational Speaker in India - Coach Jay Kumar

There is a funny story attributed to Franklin Roosevelt, who often endured long receiving lines at the White House. He complained that no one really paid any attention to what was said. One day, during a reception, he decided to try an experiment.

To each person who passed down the line and shook his hand, he murmured, "I murdered my grandmother this morning." The guests responded with phrases like, "Marvelous! Keep up the good work. We are proud of you. God bless you, sir." It was not till the end of the line, while greeting the ambassador from Bolivia, that his words were actually heard. Nonplussed, the ambassador leaned over and whispered, "I'm sure she had it coming”

The thing about listening is that it is closely connected to our self worth, can you imagine a situation where no one is interested in “your story” and your thoughts. Being curious about someone’s story is honouring them with your time and attention; any derailment there leads to a swift erosion in self esteem and self worth for the speaker. There was a boss of mine who would seek out opinions from my counterparts and his eyes would glaze over when I had to contribute anything to the discussion, needless to say, it was extremely emasculating and demotivating.

Listening Sin #1: Filtering

This is when a person’s mind is sifting through another’s words and tuning in only when he or she hears agreement. Commonly, a Filterer replies to someone else’s statements with “yeah, but….”

During some of my earlier workshops, I would facilitate leadership deliberations and whenever the other team started the feedback session with a “yes ,but “ they were asked to pay a penalty. A “Yes and” approach indicates a collaborative approach as against shutting somebody out when they have an idea with a “Yes, but”.

The filter is important, but there is a lot of energy expended by the CEO when someone from his leadership team is bent on filtering the information he is receiving. We tune out when we hear unpalatable feedback and our brain scans on agreement signals and hones in on them. As Leaders, we might tend to pick on verbal or non verbal agreement signals to build on consensus and ensure “staying on message” –It ends up cutting valuable inputs and a subtle signal is sent to all stakeholders and that more ayes and less nays are what you would prefer.

Listening Sin #2: Second Guessing

Most of us, if we go popular science can speak 125 words per minute whereas we are capable of listening to 400 words per minute, where does this leave us when communicating, as the brain is very busy adopting shortcuts ,we end up second guessing what the other person is saying,someone who is second-guessing usually misses important details because they are too busy

(a) imagining someone has hidden motives for saying what they’re saying, and
(b) trying to figure out what those hidden motives might be.

Surface any thoughts you might have that indicates otherwise what the other person might be saying instead of assuming their motives. In most cases the relationship between the CEO and his reports are fraught with subjectivity, a mental model is framed which ensures any communication passes through the same frame. Motive and angle guessing takes away from learning and contributing.

In a Workshop,a senior CIO confessed that he was guilty of this both personally and professionally and went on to say, his wife gave him prompt feedback that this was not on and he wished he got feedback as speedily at work. Eventually, he understood that constantly second guessing some one leads to him missing out on interesting insights.

Listening Sin #3: Discounting
This sin occurs when a listener lacks respect for a speaker. What the speaker is saying could be 100% dead on correct, but a Discounter will either internally or publicly scoff at what’s being said, for any number of reasons. This problem arises if the listener has an egoistic mindset that he is simply the smartest person in the room.

The sad thing about Discounters is that they often miss the solutions to the problems before them, simply because they don’t like the source. A milder form of discounting occurs when content is brushed off just because the person speaking is not a good speaker.

There is a scene in the Bruce Lee Movie “Enter the Dragon” where when Lee is pointing at a distance, his student is looking at his pointing finger instead of where Lee is pointing at. He gently boffs him saying “If you pay attention to who is pointing instead of what is being pointed at, you miss looking at all that beauty”.

Listening Sin #4: Relating

A Relater is someone who continually finds references from his or her own background and compares them to what the speaker is saying. Relaters often appear self-centered, as everything they hear is publicly compared or contrasted to his or her own experiences.

Relaters are important if they make some connections to build rapport, but if they can have complete conversations that mirror what you are saying, it is not a complete conversation. I knew someone who would have complete conversations replete with these ideas .I would talk about an impending travel plan, he would either talk about where he is off to or where he has come back from.

I would talk about a new project at work and he would happily talk about his new project. It was fascinating to watch as I could often imagine him processing all that information just so he could spew out how relatable it was to him. Relating is a way to highjack a conversation and will soon become apparent to other people in the conversation. It could also be seen as signs of insecurity and spotlight seeking.

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Battles and Bridges - Leadership coach India

Senior Leaders at work end up in conflict at some or most points in their career, whilst there might be justifiable reasons for some; by and large the organization loses. The structure of most corporations unwittingly encourages conflicts occur and collaboration takes a toss .In some organizations –Internal competition is stronger than external market based competition.

If you had choices, and all of us do!! Some might argue that they are left with disempowering choices –It is up to the internal construct of the individual in question to work/ turn around a powerful choice .Would you build a bridge or fight a battle? How would you know what would be a wise choice one? Is there an innate sense of survival that guides with us with “self Interest “as a primary concern .

If you had to hone this skill, A stake holder mapping exercise is worth considering for definitely “building bridges” and going about in a strategic manner.

On issues of Integrity and core value violations, one definitely needs to articulate objections or observations.Sometimes, with these issues, it isn’t just good to burn the bridge, one needs to take the battle into the other person’s territory.

But, by and large, if there is a healthy outcome orientation –Getting caught up in “ego wraps”, idea ownership won’t come in the way of reaching out for a WIN WIN. If Leaders are keenly aware about every interaction and some index to measure the success of each stakeholder conversation ,It could look like this :

• Am I using this opportunity to understand this person better? Am I giving him clarity about what I seek exactly?
• At the end of this conversation –What should I do to leave this person with more clarity and confidence?
• Can I monitor myself at different points of the conversation to see if I am “losing the woods for the trees” and losing outcome orientation?
• Am I being consistent?

You have to choose to believe! 

I had the opportunity to meet with the CEO of a large company on “creating a coaching culture “ within the organization .When we started discussing the “As is “ situation ,he was clearly troubled about the fact his executive leadership team was not on the same page regarding –achievement of “agreed upon” targets for this year .According to them, he had taken on a very ambitious target which was way out of reach for the team and they were stretched on several counts.Surprisingly,he said the existing team was the one the had grown massively against all odds the previous year.

When we asked him –what was the leadership strategy that ensured last year’s success –He said “extremely aggressive” and smiled .The same strategy was clearly not working this year, as was evident from the fact –there was attrition and people management issues

But at the core of the issue –The belief orientation was just not there!! All the artifacts around the Office seemed to say –This team in a show of congruent thought designed the values and mission statement –this still seemed like a cerebral exercise and that change had not registered at a core emotional level –There was no war cry call for action and change.

When my colleague and myself started with the diagnosis –some of the thoughts that went through us:

How do we build Beliefs? Are they something that happen? How can we consciously choose to believe something we don’t? How will this fool our brains and propel us into action?

Roger Bannister was the first man to cover a mile in 4 mins in 1954 ,the following year -30 people broke his record ,they had enough reference to show that it could be done ! What’s the way forward in the absence of any references? Where does one draw empowering beliefs for oneself and the team??

Interesting challenges that coaching attempts to solve!

More Details: Motivational Keynote Speaker in India, Leadership coach India, Executive coaching India, Leadership Trainer India.

You have to choose to believe! | Motivational Keynote Speaker in India

I had the opportunity to meet with the CEO of a large company on “creating a coaching culture “ within the organization .When we started discussing the “As is “ situation ,he was clearly troubled about the fact his executive leadership team was not on the same page regarding –achievement of “agreed upon” targets for this year .

According to them, he had taken on a very ambitious target which was way out of reach for the team and they were stretched on several counts.Surprisingly,he said the existing team was the one the had grown massively against all odds the previous year.

When we asked him –what was the leadership strategy that ensured last year’s success –He said “extremely aggressive” and smiled .The same strategy was clearly not working this year, as was evident from the fact –there was attrition and people management issues

But at the core of the issue –The belief orientation was just not there!! All the artifacts around the Office seemed to say –This team in a show of congruent thought designed the values and mission statement –this still seemed like a cerebral exercise and that change had not registered at a core emotional level –There was no war cry call for action and change.

When my colleague and myself started with the diagnosis –some of the thoughts that went through us:

How do we build Beliefs? Are they something that happen? How can we consciously choose to believe something we don’t? How will this fool our brains and propel us into action?

Roger Bannister was the first man to cover a mile in 4 mins in 1954 ,the following year -30 people broke his record ,they had enough reference to show that it could be done ! What’s the way forward in the absence of any references? Where does one draw empowering beliefs for oneself and the team??

Interesting challenges that coaching attempts to solve! Watch this space

More Details: Keynote Speaker India, Corporate Trainer India, Best Motivational Speaker in India, Top Motivational Speaker in India.

Coaching

Coaching is training or development in which a person called a coach supports a learner in achieving a specific personal or professional goal. The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives, as opposed to general goals or overall development

Origins

The first use of the term coaching to mean an instructor or trainer arose around 1830 in Oxford University slang for a tutor who "carries" a student through an exam. Coaching thus has been used in language to describe the process used to transport people from where they are to where they want to be. The first use of the term in relation to sports came in 1861.

Historically the evolution of coaching has been influenced by many fields of study including LGAT such as "est", personal development, adult education, the Human Potential Movement, psychology, and leadership studies. Since the mid-1990s, coaching has developed into a more independent discipline and professional associations such as the Association for Coaching, the International Association of Coaching, the International Coach Federation, and the European Coaching and Mentoring Council have helped develop a set of training standards.

Applications

Professional coaching uses a range of communication skills (such as targeted restatements, listening, questioning, clarifying etc.) to help clients shift their perspectives and thereby discover different approaches to achieve their goals.

 These skills can be used in almost all types of coaching. In this sense, coaching is a form of "meta-profession" that can apply to supporting clients in any human endeavor, ranging from their concerns in health, personal, professional, sport, social, family, political, spiritual dimensions, etc. There may be some overlap between certain types of coaching activities.

Business and executive coaching

Business coaching is a type of human resource development. It provides positive support, feedback and advice on an individual or group basis to improve personal effectiveness in the business setting. Business coaching is also called executive coaching, corporate coaching or leadership coaching.

Coaches help their clients advance towards specific professional goals. These include career transition, interpersonal and professional communication, performance management, organizational effectiveness, managing career and personal changes, developing executive presence, enhancing strategic thinking, dealing effectively with conflict, and building an effective team within an organization. An industrial organizational psychologist is one example of executive coach.

Business coaching is not restricted to external experts or providers. Many organizations expect their senior leaders and middle managers to coach their team members to reach higher levels of performance, increased job satisfaction, personal growth, and career development. Research studies suggest that executive coaching has a positive impact on workplace performance.

There is no certification or licensing required to be a business or executive coach, and membership of a coaching organization is optional. Further, standards and methods of training coaches can vary widely between coaching organizations. Many business coaches refer to themselves as consultants, a broader business relationship than one which exclusively involves coaching.

Coaching ethics and standards

One of the challenges in the field of coaching is upholding levels of professionalism, standards and ethics. To this end, coaching bodies and organizations have codes of ethics and member standards. However, because these bodies are not regulated, and because coaches do not need to belong to such a body, ethics and standards are variable in the field

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