Practice Notes

September and October Tea and Toast Learning Sessions

If you haven't attended one yet, then come along to one of our Tea and Toast hour-long sessions. They're free and open to everyone.

September - The Language of Coaching

Coaching is now a well-established method of developing staff at all levels. This session highlights the use of effective coaching language - what works and what doesn't.

Date: Tuesday 6 September

Time: 8am - 9am

Venue: Boardroom, Level 5, Newspaper House, 93, Boulcott Street

Speaker: David Silberstein, Learning and Development Consultant, The Training Practice

Email katherine@trainingpractice.co.nz if you want to come. All welcome and no charge.

October - An overview of Appreciative Inquiry (AI)

AI is a framework for managing organisational change, team development, cultural change, etc. It asks powerful and unconditional positive questions and uses deliberately positive assumptions about people and organisations. It's useful for managers, HR professionals, trainers - anyone in fact involved in managing people at work. Come along and find out more.

Date: Tuesday 4 October

Time: 8am - 9am

Venue: Boardroom, Level 5, Newspaper House, 93, Boulcott Street

Speaker: Hilary Bryan and David Silberstein, TheTraining Practice

Email katherine@trainingpractice.co.nz if you want to come. All welcome and no charge.

A Whole New Mind, Daniel H. Pink

We recommend a new book, A Whole New Mind: Moving from the Information Age to the Conceptual Age by Daniel H. Pink. He argues that in this conceptual age those who succeed in business will need to appreciate design, use stories as a communication tool, empathise, play, give meaning via a search for spirituality, and cross boundaries/bring people together (he calls this one symphony). He predicts a rise of right-brain thinking that concentrates on synthesis, emotional expression, context and the big picture. It's certainly worth a read.

A tip to develop assertiveness

Adopting the DESC formula is a useful way of expressing yourself assertively. It's worth using when you're encouraging staff to be more assertive, or for yourself. Here are its four elements.

Describe the behaviour the person is displaying. Example: At last Friday's meeting you interrupted me twice when I was presenting my report.

Explain the effect of the behaviour on you. Example: I lost the thread of my presentation and was concerned the Management Team didn't understand my key points.

Specify what you want the other person to do about it. Example: Before the next meeting I'd like us to meet and agree an approach that gives you time to make your points and allows me to make my presentation.

Consequences Outline the consequences of the other person not doing what you ask them. Example: I am looking for agreement here. If we don't agree on an approach to the next meeting, I'll need to consider other ways of making sure I can deliver my presentation professionally at the next meeting. (This shouldn't sound like a threat. Leave it out if you find it's not needed.)