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Sun, 25 May 2025 18:07:18 GMT狠狠撸Share feed for 狠狠撸shows by User: JonStephenson3Change Management - watch out for those chain reactions!.pptx
/slideshow/change-management-watch-out-for-those-chain-reactions-pptx-5bea/279661847
changemanagement-watchoutforthosechainreactions-250525180718-5610e7df By following some simple rules, you can generate a set of chain reactions that will boost, rather than hinder, your project鈥檚 success.
I hope you find this slide useful.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/change-management-watch-out-those-chain-reactions-jon-stephenson-anxwe]]>
By following some simple rules, you can generate a set of chain reactions that will boost, rather than hinder, your project鈥檚 success.
I hope you find this slide useful.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/change-management-watch-out-those-chain-reactions-jon-stephenson-anxwe]]>
Sun, 25 May 2025 18:07:18 GMT/slideshow/change-management-watch-out-for-those-chain-reactions-pptx-5bea/279661847JonStephenson3@slideshare.net(JonStephenson3)Change Management - watch out for those chain reactions!.pptxJonStephenson3By following some simple rules, you can generate a set of chain reactions that will boost, rather than hinder, your project鈥檚 success.
I hope you find this slide useful.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/change-management-watch-out-those-chain-reactions-jon-stephenson-anxwe<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/changemanagement-watchoutforthosechainreactions-250525180718-5610e7df-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> By following some simple rules, you can generate a set of chain reactions that will boost, rather than hinder, your project鈥檚 success.
I hope you find this slide useful.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/change-management-watch-out-those-chain-reactions-jon-stephenson-anxwe
]]>
310https://cdn.slidesharecdn.com/ss_thumbnails/changemanagement-watchoutforthosechainreactions-250525180718-5610e7df-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Lessons Learnt - reach for the gold stars!.pptx
/slideshow/lessons-learnt-reach-for-the-gold-stars-pptx-50dc/275921666
lessonslearnt-reachforthegoldstars-250222090003-efb28ac0 Embarking on a new change initiative without checking earlier lessons learnt is like going into an exam without practising past papers or doing any revision. You might occasionally get away with it but you鈥檙e more likely to concede that you鈥檝e made a schoolboy error!
I've summarised my thoughts on a slide - I hope you find it useful as a cheat sheet!
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/lessons-learnt-reach-gold-stars-jon-stephenson-wf62e]]>
Embarking on a new change initiative without checking earlier lessons learnt is like going into an exam without practising past papers or doing any revision. You might occasionally get away with it but you鈥檙e more likely to concede that you鈥檝e made a schoolboy error!
I've summarised my thoughts on a slide - I hope you find it useful as a cheat sheet!
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/lessons-learnt-reach-gold-stars-jon-stephenson-wf62e]]>
Sat, 22 Feb 2025 09:00:03 GMT/slideshow/lessons-learnt-reach-for-the-gold-stars-pptx-50dc/275921666JonStephenson3@slideshare.net(JonStephenson3)Lessons Learnt - reach for the gold stars!.pptxJonStephenson3Embarking on a new change initiative without checking earlier lessons learnt is like going into an exam without practising past papers or doing any revision. You might occasionally get away with it but you鈥檙e more likely to concede that you鈥檝e made a schoolboy error!
I've summarised my thoughts on a slide - I hope you find it useful as a cheat sheet!
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/lessons-learnt-reach-gold-stars-jon-stephenson-wf62e<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lessonslearnt-reachforthegoldstars-250222090003-efb28ac0-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Embarking on a new change initiative without checking earlier lessons learnt is like going into an exam without practising past papers or doing any revision. You might occasionally get away with it but you鈥檙e more likely to concede that you鈥檝e made a schoolboy error!
I've summarised my thoughts on a slide - I hope you find it useful as a cheat sheet!
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/lessons-learnt-reach-gold-stars-jon-stephenson-wf62e
]]>
690https://cdn.slidesharecdn.com/ss_thumbnails/lessonslearnt-reachforthegoldstars-250222090003-efb28ac0-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Job Hunting - hats the way to create a strategy!pptx
/slideshow/job-hunting-hats-the-way-to-create-a-strategy-pptx-2649/274764818
jobhunting-hatsthewaytocreateastrategy-250109152752-87d8daca I've often used Edward de Bono's Six Thinking Hats庐 at work to provide a structured but creative and highly effective approach for formulating strategies to tackle difficult and challenging situations, on both a group and individual basis.
As I have recently left my employer, I thought I would apply the hats to develop a clear job hunting strategy for securing my next role.
The easiest and, in my opinion, most effective way to use the hats is to do so sequentially:
White Hat - what are the facts (not opinions) about the situation you want to address?
Red Hat - how do you feel about the facts/situation?
Black Hat - what are the causes of your negative feelings and what do you consider to be the downside of the situation?
Yellow Hat - what are reasons for your positive feelings and what do you consider to be the upsides?
Green Hat - what ideas/options can you identify to overcome your negative feelings, address the downsides and build upon your positive feelings and the upsides?
Blue Hat - taking everything into consideration, what clear actions are you going to implement to take control of the situation?
I found the experience to be very cathartic and I have produced a couple of slides to summarise the outputs.
If you have any questions about de Bono's hats and their practical application, I'd be happy to help.
Hopefully this will resonate and inspire you to create your own job hunting strategy.
Good luck!
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/using-edward-de-bonos-six-thinking-hats-support-your-job-stephenson]]>
I've often used Edward de Bono's Six Thinking Hats庐 at work to provide a structured but creative and highly effective approach for formulating strategies to tackle difficult and challenging situations, on both a group and individual basis.
As I have recently left my employer, I thought I would apply the hats to develop a clear job hunting strategy for securing my next role.
The easiest and, in my opinion, most effective way to use the hats is to do so sequentially:
White Hat - what are the facts (not opinions) about the situation you want to address?
Red Hat - how do you feel about the facts/situation?
Black Hat - what are the causes of your negative feelings and what do you consider to be the downside of the situation?
Yellow Hat - what are reasons for your positive feelings and what do you consider to be the upsides?
Green Hat - what ideas/options can you identify to overcome your negative feelings, address the downsides and build upon your positive feelings and the upsides?
Blue Hat - taking everything into consideration, what clear actions are you going to implement to take control of the situation?
I found the experience to be very cathartic and I have produced a couple of slides to summarise the outputs.
If you have any questions about de Bono's hats and their practical application, I'd be happy to help.
Hopefully this will resonate and inspire you to create your own job hunting strategy.
Good luck!
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/using-edward-de-bonos-six-thinking-hats-support-your-job-stephenson]]>
Thu, 09 Jan 2025 15:27:52 GMT/slideshow/job-hunting-hats-the-way-to-create-a-strategy-pptx-2649/274764818JonStephenson3@slideshare.net(JonStephenson3)Job Hunting - hats the way to create a strategy!pptxJonStephenson3I've often used Edward de Bono's Six Thinking Hats庐 at work to provide a structured but creative and highly effective approach for formulating strategies to tackle difficult and challenging situations, on both a group and individual basis.
As I have recently left my employer, I thought I would apply the hats to develop a clear job hunting strategy for securing my next role.
The easiest and, in my opinion, most effective way to use the hats is to do so sequentially:
White Hat - what are the facts (not opinions) about the situation you want to address?
Red Hat - how do you feel about the facts/situation?
Black Hat - what are the causes of your negative feelings and what do you consider to be the downside of the situation?
Yellow Hat - what are reasons for your positive feelings and what do you consider to be the upsides?
Green Hat - what ideas/options can you identify to overcome your negative feelings, address the downsides and build upon your positive feelings and the upsides?
Blue Hat - taking everything into consideration, what clear actions are you going to implement to take control of the situation?
I found the experience to be very cathartic and I have produced a couple of slides to summarise the outputs.
If you have any questions about de Bono's hats and their practical application, I'd be happy to help.
Hopefully this will resonate and inspire you to create your own job hunting strategy.
Good luck!
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/using-edward-de-bonos-six-thinking-hats-support-your-job-stephenson<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/jobhunting-hatsthewaytocreateastrategy-250109152752-87d8daca-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I've often used Edward de Bono's Six Thinking Hats庐 at work to provide a structured but creative and highly effective approach for formulating strategies to tackle difficult and challenging situations, on both a group and individual basis.
As I have recently left my employer, I thought I would apply the hats to develop a clear job hunting strategy for securing my next role.
The easiest and, in my opinion, most effective way to use the hats is to do so sequentially:
White Hat - what are the facts (not opinions) about the situation you want to address?
Red Hat - how do you feel about the facts/situation?
Black Hat - what are the causes of your negative feelings and what do you consider to be the downside of the situation?
Yellow Hat - what are reasons for your positive feelings and what do you consider to be the upsides?
Green Hat - what ideas/options can you identify to overcome your negative feelings, address the downsides and build upon your positive feelings and the upsides?
Blue Hat - taking everything into consideration, what clear actions are you going to implement to take control of the situation?
I found the experience to be very cathartic and I have produced a couple of slides to summarise the outputs.
If you have any questions about de Bono's hats and their practical application, I'd be happy to help.
Hopefully this will resonate and inspire you to create your own job hunting strategy.
Good luck!
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/using-edward-de-bonos-six-thinking-hats-support-your-job-stephenson
]]>
550https://cdn.slidesharecdn.com/ss_thumbnails/jobhunting-hatsthewaytocreateastrategy-250109152752-87d8daca-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Change Impact Assessments - brace yourselves for success!.pptx
/slideshow/change-impact-assessments-brace-yourselves-for-success-pptx-8776/273730069
changeimpactassessments-braceyourselvesforsuccess-241130100006-cc641504 I've summarised my approach to Change Impact Assessments on a slide - I hope you find it useful.
Please use the following link to check out my full flight-based article on LinkedIn:
https://www.linkedin.com/pulse/change-impact-assessments-brace-yourselves-success-jon-stephenson-dxsme]]>
I've summarised my approach to Change Impact Assessments on a slide - I hope you find it useful.
Please use the following link to check out my full flight-based article on LinkedIn:
https://www.linkedin.com/pulse/change-impact-assessments-brace-yourselves-success-jon-stephenson-dxsme]]>
Sat, 30 Nov 2024 10:00:06 GMT/slideshow/change-impact-assessments-brace-yourselves-for-success-pptx-8776/273730069JonStephenson3@slideshare.net(JonStephenson3)Change Impact Assessments - brace yourselves for success!.pptxJonStephenson3I've summarised my approach to Change Impact Assessments on a slide - I hope you find it useful.
Please use the following link to check out my full flight-based article on LinkedIn:
https://www.linkedin.com/pulse/change-impact-assessments-brace-yourselves-success-jon-stephenson-dxsme<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/changeimpactassessments-braceyourselvesforsuccess-241130100006-cc641504-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I've summarised my approach to Change Impact Assessments on a slide - I hope you find it useful.
Please use the following link to check out my full flight-based article on LinkedIn:
https://www.linkedin.com/pulse/change-impact-assessments-brace-yourselves-success-jon-stephenson-dxsme
]]>
980https://cdn.slidesharecdn.com/ss_thumbnails/changeimpactassessments-braceyourselvesforsuccess-241130100006-cc641504-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Empowerment - that's the way to do it!.pptx
/slideshow/empowerment-that-s-the-way-to-do-it-pptx-aad9/270913125
empowerment-thatsthewaytodoit-240810155839-5a671dd4 The dictionary defines empowerment as 鈥渢he authority or power given to someone to do something.鈥� To me, it鈥檚 about bringing decision-making closer to the work and giving power to your people!
I鈥檝e summarised my thoughts on a slide - I hope you find it useful.
Please use the following link to check out my full LinkedIn article with a Punch and Judy analogy!
https://www.linkedin.com/pulse/empowerment-thats-way-do-jon-stephenson-av8de/]]>
The dictionary defines empowerment as 鈥渢he authority or power given to someone to do something.鈥� To me, it鈥檚 about bringing decision-making closer to the work and giving power to your people!
I鈥檝e summarised my thoughts on a slide - I hope you find it useful.
Please use the following link to check out my full LinkedIn article with a Punch and Judy analogy!
https://www.linkedin.com/pulse/empowerment-thats-way-do-jon-stephenson-av8de/]]>
Sat, 10 Aug 2024 15:58:39 GMT/slideshow/empowerment-that-s-the-way-to-do-it-pptx-aad9/270913125JonStephenson3@slideshare.net(JonStephenson3)Empowerment - that's the way to do it!.pptxJonStephenson3The dictionary defines empowerment as 鈥渢he authority or power given to someone to do something.鈥� To me, it鈥檚 about bringing decision-making closer to the work and giving power to your people!
I鈥檝e summarised my thoughts on a slide - I hope you find it useful.
Please use the following link to check out my full LinkedIn article with a Punch and Judy analogy!
https://www.linkedin.com/pulse/empowerment-thats-way-do-jon-stephenson-av8de/<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/empowerment-thatsthewaytodoit-240810155839-5a671dd4-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> The dictionary defines empowerment as 鈥渢he authority or power given to someone to do something.鈥� To me, it鈥檚 about bringing decision-making closer to the work and giving power to your people!
I鈥檝e summarised my thoughts on a slide - I hope you find it useful.
Please use the following link to check out my full LinkedIn article with a Punch and Judy analogy!
https://www.linkedin.com/pulse/empowerment-thats-way-do-jon-stephenson-av8de/
]]>
1480https://cdn.slidesharecdn.com/ss_thumbnails/empowerment-thatsthewaytodoit-240810155839-5a671dd4-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Business Transformation - what a refreshing change! .pptx
/slideshow/business-transformation-what-a-refreshing-change-pptx-e020/269324183
businesstransformation-whatarefreshingchange-240525074956-7aee4c8f It's not just operational processes that could benefit from joined-up thinking, cross-functional teams, and a holistic approach - I think these principles can also be applied to change initiatives.
I've supported, led, and sponsored many projects and business transformations throughout my career. I've experimented with, endured, and embraced lots of different styles and approaches. Taking the best bits from each of them, here鈥檚 my top ten list of actions that I think make for a refreshing change programme.
I hope you find it useful.
Please use the following link to check out my full LinkedIn article that was inspired by a classic TV advert for Heineken:
https://www.linkedin.com/pulse/business-transformation-what-refreshing-change-jon-stephenson-ktope/
]]>
It's not just operational processes that could benefit from joined-up thinking, cross-functional teams, and a holistic approach - I think these principles can also be applied to change initiatives.
I've supported, led, and sponsored many projects and business transformations throughout my career. I've experimented with, endured, and embraced lots of different styles and approaches. Taking the best bits from each of them, here鈥檚 my top ten list of actions that I think make for a refreshing change programme.
I hope you find it useful.
Please use the following link to check out my full LinkedIn article that was inspired by a classic TV advert for Heineken:
https://www.linkedin.com/pulse/business-transformation-what-refreshing-change-jon-stephenson-ktope/
]]>
Sat, 25 May 2024 07:49:56 GMT/slideshow/business-transformation-what-a-refreshing-change-pptx-e020/269324183JonStephenson3@slideshare.net(JonStephenson3)Business Transformation - what a refreshing change! .pptxJonStephenson3It's not just operational processes that could benefit from joined-up thinking, cross-functional teams, and a holistic approach - I think these principles can also be applied to change initiatives.
I've supported, led, and sponsored many projects and business transformations throughout my career. I've experimented with, endured, and embraced lots of different styles and approaches. Taking the best bits from each of them, here鈥檚 my top ten list of actions that I think make for a refreshing change programme.
I hope you find it useful.
Please use the following link to check out my full LinkedIn article that was inspired by a classic TV advert for Heineken:
https://www.linkedin.com/pulse/business-transformation-what-refreshing-change-jon-stephenson-ktope/
<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/businesstransformation-whatarefreshingchange-240525074956-7aee4c8f-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> It's not just operational processes that could benefit from joined-up thinking, cross-functional teams, and a holistic approach - I think these principles can also be applied to change initiatives.
I've supported, led, and sponsored many projects and business transformations throughout my career. I've experimented with, endured, and embraced lots of different styles and approaches. Taking the best bits from each of them, here鈥檚 my top ten list of actions that I think make for a refreshing change programme.
I hope you find it useful.
Please use the following link to check out my full LinkedIn article that was inspired by a classic TV advert for Heineken:
https://www.linkedin.com/pulse/business-transformation-what-refreshing-change-jon-stephenson-ktope/
]]>
400https://cdn.slidesharecdn.com/ss_thumbnails/businesstransformation-whatarefreshingchange-240525074956-7aee4c8f-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Job Hunting - pick over this fishbone for telephone interviews!.pptx
/slideshow/job-hunting-pick-over-this-fishbone-for-telephone-interviews-pptx-9eec/268706100
jobhunting-pickoverthisfishbonefortelephoneinterviews-240519085055-be40547c I've received some great tips from colleagues, fellow job hunters, and recruitment consultants regarding telephone interviews.
I've since tried them out and been really pleased with the end results.
I decided that the best way to capture and consolidate the advice would be to create a fishbone diagram as a checklist.
I hope you find it useful.
Following the steps in the fishbone diagram should give you a fighting chance of getting through to the next stage of the interview process.
On the other hand, if you don't get past the telephone interview this time, you can use it to identify the root cause, add further bones, and improve your chances of success next time.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/preparing-pass-telephone-interviews-using-dr-fishbone-jon-stephenson]]>
I've received some great tips from colleagues, fellow job hunters, and recruitment consultants regarding telephone interviews.
I've since tried them out and been really pleased with the end results.
I decided that the best way to capture and consolidate the advice would be to create a fishbone diagram as a checklist.
I hope you find it useful.
Following the steps in the fishbone diagram should give you a fighting chance of getting through to the next stage of the interview process.
On the other hand, if you don't get past the telephone interview this time, you can use it to identify the root cause, add further bones, and improve your chances of success next time.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/preparing-pass-telephone-interviews-using-dr-fishbone-jon-stephenson]]>
Sun, 19 May 2024 08:50:55 GMT/slideshow/job-hunting-pick-over-this-fishbone-for-telephone-interviews-pptx-9eec/268706100JonStephenson3@slideshare.net(JonStephenson3)Job Hunting - pick over this fishbone for telephone interviews!.pptxJonStephenson3I've received some great tips from colleagues, fellow job hunters, and recruitment consultants regarding telephone interviews.
I've since tried them out and been really pleased with the end results.
I decided that the best way to capture and consolidate the advice would be to create a fishbone diagram as a checklist.
I hope you find it useful.
Following the steps in the fishbone diagram should give you a fighting chance of getting through to the next stage of the interview process.
On the other hand, if you don't get past the telephone interview this time, you can use it to identify the root cause, add further bones, and improve your chances of success next time.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/preparing-pass-telephone-interviews-using-dr-fishbone-jon-stephenson<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/jobhunting-pickoverthisfishbonefortelephoneinterviews-240519085055-be40547c-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I've received some great tips from colleagues, fellow job hunters, and recruitment consultants regarding telephone interviews.
I've since tried them out and been really pleased with the end results.
I decided that the best way to capture and consolidate the advice would be to create a fishbone diagram as a checklist.
I hope you find it useful.
Following the steps in the fishbone diagram should give you a fighting chance of getting through to the next stage of the interview process.
On the other hand, if you don't get past the telephone interview this time, you can use it to identify the root cause, add further bones, and improve your chances of success next time.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/preparing-pass-telephone-interviews-using-dr-fishbone-jon-stephenson
]]>
1310https://cdn.slidesharecdn.com/ss_thumbnails/jobhunting-pickoverthisfishbonefortelephoneinterviews-240519085055-be40547c-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Resource Management - you don't need a DeLorean!.pptx
/slideshow/resource-management-you-dont-need-a-deloreanpptx-7ead/267037757
resourcemanagement-youdontneedadelorean-240331083937-bdbe3987 Here are my top tips for Time & Motion exercises and resource models - with a Back To The Future theme!
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/resource-management-you-dont-need-delorean-jon-stephenson-lybce]]>
Here are my top tips for Time & Motion exercises and resource models - with a Back To The Future theme!
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/resource-management-you-dont-need-delorean-jon-stephenson-lybce]]>
Sun, 31 Mar 2024 08:39:37 GMT/slideshow/resource-management-you-dont-need-a-deloreanpptx-7ead/267037757JonStephenson3@slideshare.net(JonStephenson3)Resource Management - you don't need a DeLorean!.pptxJonStephenson3Here are my top tips for Time & Motion exercises and resource models - with a Back To The Future theme!
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/resource-management-you-dont-need-delorean-jon-stephenson-lybce<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/resourcemanagement-youdontneedadelorean-240331083937-bdbe3987-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Here are my top tips for Time & Motion exercises and resource models - with a Back To The Future theme!
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/resource-management-you-dont-need-delorean-jon-stephenson-lybce
]]>
520https://cdn.slidesharecdn.com/ss_thumbnails/resourcemanagement-youdontneedadelorean-240331083937-bdbe3987-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Continuous Improvement - implementing a clear strategy.pptx
/slideshow/continuous-improvement-implementing-a-clear-strategypptx-9f8b/264998743
continuousimprovement-implementingaclearstrategy-231229094215-f6a3d922 I remember being part of a site wide initiative where everyone was given a plain white T-Shirt and a set of fabric pens. We were then asked to add our own design to represent continuous improvement (CI).
Continuous Improvement (CI)I is not a one-off box ticking exercise - it is a never-ending journey that needs to be embedded within an organisation's culture.
A CI strategy should be an integral part of any Business Transformation programme and incorporate a three stage process - Input, Throughput and Output.
I have summarised the key points to consider at each stage on a Continuous Improvement slide.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/continuous-improvement-been-made-t-shirt-jon-stephenson ]]>
I remember being part of a site wide initiative where everyone was given a plain white T-Shirt and a set of fabric pens. We were then asked to add our own design to represent continuous improvement (CI).
Continuous Improvement (CI)I is not a one-off box ticking exercise - it is a never-ending journey that needs to be embedded within an organisation's culture.
A CI strategy should be an integral part of any Business Transformation programme and incorporate a three stage process - Input, Throughput and Output.
I have summarised the key points to consider at each stage on a Continuous Improvement slide.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/continuous-improvement-been-made-t-shirt-jon-stephenson ]]>
Fri, 29 Dec 2023 09:42:14 GMT/slideshow/continuous-improvement-implementing-a-clear-strategypptx-9f8b/264998743JonStephenson3@slideshare.net(JonStephenson3)Continuous Improvement - implementing a clear strategy.pptxJonStephenson3I remember being part of a site wide initiative where everyone was given a plain white T-Shirt and a set of fabric pens. We were then asked to add our own design to represent continuous improvement (CI).
Continuous Improvement (CI)I is not a one-off box ticking exercise - it is a never-ending journey that needs to be embedded within an organisation's culture.
A CI strategy should be an integral part of any Business Transformation programme and incorporate a three stage process - Input, Throughput and Output.
I have summarised the key points to consider at each stage on a Continuous Improvement slide.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/continuous-improvement-been-made-t-shirt-jon-stephenson <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/continuousimprovement-implementingaclearstrategy-231229094215-f6a3d922-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I remember being part of a site wide initiative where everyone was given a plain white T-Shirt and a set of fabric pens. We were then asked to add our own design to represent continuous improvement (CI).
Continuous Improvement (CI)I is not a one-off box ticking exercise - it is a never-ending journey that needs to be embedded within an organisation's culture.
A CI strategy should be an integral part of any Business Transformation programme and incorporate a three stage process - Input, Throughput and Output.
I have summarised the key points to consider at each stage on a Continuous Improvement slide.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/continuous-improvement-been-made-t-shirt-jon-stephenson
]]>
170https://cdn.slidesharecdn.com/ss_thumbnails/continuousimprovement-implementingaclearstrategy-231229094215-f6a3d922-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Presentations - ensure your slides go down well!.pptx
/slideshow/presentations-ensure-your-slides-go-down-wellpptx-fa01/262574352
presentations-ensureyourslidesgodownwell-231021112226-9d42ded5 I was talking to a colleague recently about the "Bring Back Bovril" presentation I'd once delivered on a training course to illustrate the link between my favourite football team's decline and it's removal of Bovril as a hot drink option for spectators. I convinced my fellow delegates through graphs and anecdotal evidence that re-introducing the beef-extract beverage would help restore the team to it's former glories, and by the end of my presentation they were all chanting my BBB war cry!
They were worried about an upcoming presentation so they'd asked me for some tips. As my suggestions and stories seemed to go down well, I thought it would be another good topic for an article.
In my experience, successful presentations are built around two main pillars - preparation and delivery.
I've summarised my tips on a slide - I hope you found it useful.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/presentations-ensuring-your-slides-go-down-well-jon-stephenson
]]>
I was talking to a colleague recently about the "Bring Back Bovril" presentation I'd once delivered on a training course to illustrate the link between my favourite football team's decline and it's removal of Bovril as a hot drink option for spectators. I convinced my fellow delegates through graphs and anecdotal evidence that re-introducing the beef-extract beverage would help restore the team to it's former glories, and by the end of my presentation they were all chanting my BBB war cry!
They were worried about an upcoming presentation so they'd asked me for some tips. As my suggestions and stories seemed to go down well, I thought it would be another good topic for an article.
In my experience, successful presentations are built around two main pillars - preparation and delivery.
I've summarised my tips on a slide - I hope you found it useful.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/presentations-ensuring-your-slides-go-down-well-jon-stephenson
]]>
Sat, 21 Oct 2023 11:22:26 GMT/slideshow/presentations-ensure-your-slides-go-down-wellpptx-fa01/262574352JonStephenson3@slideshare.net(JonStephenson3)Presentations - ensure your slides go down well!.pptxJonStephenson3I was talking to a colleague recently about the "Bring Back Bovril" presentation I'd once delivered on a training course to illustrate the link between my favourite football team's decline and it's removal of Bovril as a hot drink option for spectators. I convinced my fellow delegates through graphs and anecdotal evidence that re-introducing the beef-extract beverage would help restore the team to it's former glories, and by the end of my presentation they were all chanting my BBB war cry!
They were worried about an upcoming presentation so they'd asked me for some tips. As my suggestions and stories seemed to go down well, I thought it would be another good topic for an article.
In my experience, successful presentations are built around two main pillars - preparation and delivery.
I've summarised my tips on a slide - I hope you found it useful.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/presentations-ensuring-your-slides-go-down-well-jon-stephenson
<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/presentations-ensureyourslidesgodownwell-231021112226-9d42ded5-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I was talking to a colleague recently about the "Bring Back Bovril" presentation I'd once delivered on a training course to illustrate the link between my favourite football team's decline and it's removal of Bovril as a hot drink option for spectators. I convinced my fellow delegates through graphs and anecdotal evidence that re-introducing the beef-extract beverage would help restore the team to it's former glories, and by the end of my presentation they were all chanting my BBB war cry!
They were worried about an upcoming presentation so they'd asked me for some tips. As my suggestions and stories seemed to go down well, I thought it would be another good topic for an article.
In my experience, successful presentations are built around two main pillars - preparation and delivery.
I've summarised my tips on a slide - I hope you found it useful.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/presentations-ensuring-your-slides-go-down-well-jon-stephenson
]]>
1010https://cdn.slidesharecdn.com/ss_thumbnails/presentations-ensureyourslidesgodownwell-231021112226-9d42ded5-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Absence Management - treating people fairly 241222.pptx
/slideshow/absence-management-treating-people-fairly-241222pptx-8cf7/261646504
absencemanagement-treatingpeoplefairly241222-231001070118-42cb163d I've summarised my approach to managing absence on a slide - I hope you find it useful.
Adopting these principles is not easy because you need to take responsibility for your actions and be prepared to justify your decisions, as you can't hide behind a generic set of rules. It will, however, improve overall performance and increase people satisfaction with reduced absence, absenteeism, and attrition rates.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/absence-management-you-cant-say-fairer-than-jon-stephenson]]>
I've summarised my approach to managing absence on a slide - I hope you find it useful.
Adopting these principles is not easy because you need to take responsibility for your actions and be prepared to justify your decisions, as you can't hide behind a generic set of rules. It will, however, improve overall performance and increase people satisfaction with reduced absence, absenteeism, and attrition rates.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/absence-management-you-cant-say-fairer-than-jon-stephenson]]>
Sun, 01 Oct 2023 07:01:18 GMT/slideshow/absence-management-treating-people-fairly-241222pptx-8cf7/261646504JonStephenson3@slideshare.net(JonStephenson3)Absence Management - treating people fairly 241222.pptxJonStephenson3I've summarised my approach to managing absence on a slide - I hope you find it useful.
Adopting these principles is not easy because you need to take responsibility for your actions and be prepared to justify your decisions, as you can't hide behind a generic set of rules. It will, however, improve overall performance and increase people satisfaction with reduced absence, absenteeism, and attrition rates.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/absence-management-you-cant-say-fairer-than-jon-stephenson<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/absencemanagement-treatingpeoplefairly241222-231001070118-42cb163d-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I've summarised my approach to managing absence on a slide - I hope you find it useful.
Adopting these principles is not easy because you need to take responsibility for your actions and be prepared to justify your decisions, as you can't hide behind a generic set of rules. It will, however, improve overall performance and increase people satisfaction with reduced absence, absenteeism, and attrition rates.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/absence-management-you-cant-say-fairer-than-jon-stephenson
]]>
290https://cdn.slidesharecdn.com/ss_thumbnails/absencemanagement-treatingpeoplefairly241222-231001070118-42cb163d-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Job Hunting - the key characteristics of a successful job hunter?!.pptx
/slideshow/job-hunting-the-key-characteristics-of-a-successful-job-hunterpptx-261367350/261367350
jobhunting-thekeycharacteristicsofasuccessfuljobhunter-230924152247-3e6ef449 What's got three pairs of arms, giant feet, eagle eyes, a pig's snout, a brass neck, and thick skin?
If you're looking for a new job, I hope you match that description because I reckon those are some of the key attributes that a job hunter needs to be successful!
I'm sure we'd all agree that finding a new job isn't easy and it's a real test of mental strength. Based upon my experiences so far, I've pulled together a list of characteristics that I think you'll need during your job hunt.
I've captured them on a slide alongside some supporting steps - I hope you find them interesting and useful.
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/key-characteristics-successful-job-hunter-jon-stephenson]]>
What's got three pairs of arms, giant feet, eagle eyes, a pig's snout, a brass neck, and thick skin?
If you're looking for a new job, I hope you match that description because I reckon those are some of the key attributes that a job hunter needs to be successful!
I'm sure we'd all agree that finding a new job isn't easy and it's a real test of mental strength. Based upon my experiences so far, I've pulled together a list of characteristics that I think you'll need during your job hunt.
I've captured them on a slide alongside some supporting steps - I hope you find them interesting and useful.
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/key-characteristics-successful-job-hunter-jon-stephenson]]>
Sun, 24 Sep 2023 15:22:47 GMT/slideshow/job-hunting-the-key-characteristics-of-a-successful-job-hunterpptx-261367350/261367350JonStephenson3@slideshare.net(JonStephenson3)Job Hunting - the key characteristics of a successful job hunter?!.pptxJonStephenson3What's got three pairs of arms, giant feet, eagle eyes, a pig's snout, a brass neck, and thick skin?
If you're looking for a new job, I hope you match that description because I reckon those are some of the key attributes that a job hunter needs to be successful!
I'm sure we'd all agree that finding a new job isn't easy and it's a real test of mental strength. Based upon my experiences so far, I've pulled together a list of characteristics that I think you'll need during your job hunt.
I've captured them on a slide alongside some supporting steps - I hope you find them interesting and useful.
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/key-characteristics-successful-job-hunter-jon-stephenson<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/jobhunting-thekeycharacteristicsofasuccessfuljobhunter-230924152247-3e6ef449-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> What's got three pairs of arms, giant feet, eagle eyes, a pig's snout, a brass neck, and thick skin?
If you're looking for a new job, I hope you match that description because I reckon those are some of the key attributes that a job hunter needs to be successful!
I'm sure we'd all agree that finding a new job isn't easy and it's a real test of mental strength. Based upon my experiences so far, I've pulled together a list of characteristics that I think you'll need during your job hunt.
I've captured them on a slide alongside some supporting steps - I hope you find them interesting and useful.
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/key-characteristics-successful-job-hunter-jon-stephenson
]]>
1430https://cdn.slidesharecdn.com/ss_thumbnails/jobhunting-thekeycharacteristicsofasuccessfuljobhunter-230924152247-3e6ef449-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Customer Experience - don't forget the bigger picture!.pptx
/slideshow/customer-experience-dont-forget-the-bigger-picturepptx-258111564/258111564
customerexperience-dontforgetthebiggerpicture-230529211711-4fb2cf1e I once ran an offsite exercise where I tasked four cross-functional groups of managers to make four separate items - a horse, a jockey, a stable and a fence.
Each group was given a card with the name of the product they needed to make and some basic design requirements - the colour of the horse, the clothes for the jockey, the number of doors and windows for the stable, and the type of panels for the fence. They were also given a mixture of materials and tools to help them complete their tasks - different ones in each group.
I told them it was a team challenge and said my co-facilitators and I would be observing their behaviour during the task, and we'd judge their products at the end of the exercise.
At the end of the task, I asked them to come up and present their products. When all four groups had finished, I complimented them on the quality of their individual items but then reminded them that it had been a team exercise.
I said the objective of the team exercise had been to create a jockey, a horse, a stable and a fence so, as their customer, I wanted to judge how well they all went together. I could hear the pennies slowly dropping before the protests started as we discovered that the jockey was too big for the horse, the stable was too small for the horse and the fence was too high for the stable!
Individually, the items were fine, but the overall effect was disjointed - the whole was less than the sum of the parts. They hadn't considered the bigger picture or looked at it holistically from their customer's perspective. They hadn't involved me (their customer) in the contextual design of their products or sought my feedback during the task.
They'd chosen to internalise their measures of success and work as individual groups jockeying for position rather than one large team. They'd created their own silos and thrown the problems for the customer over the fence - even though they knew the purpose of the offsite was to encourage cross-departmental working!
It was a powerful message - departments in the best organisations work together, not against each other, to improve their overall performance and deliver an optimal customer experience.
I ran the exercise at four more offsites and each time it was the same outcome. I'd sworn the earlier participants to secrecy and the first thing they asked their colleagues, when they returned to the office, was "How big was your horse?"!
The offsites had the desired effect - a clear commitment from everyone to step outside silos, establish cross-departmental communication channels and work collaboratively as one business. Clients welcomed the joined-up approach and there was an increase in satisfaction levels, cross-sales and retention rates.
I hope you find this slide useful.
You can check out my full LInkedin article using the following link:
https://www.linkedin.com/pulse/teamwork-dont-forget-bigger-picture-jon-stephenson
]]>
I once ran an offsite exercise where I tasked four cross-functional groups of managers to make four separate items - a horse, a jockey, a stable and a fence.
Each group was given a card with the name of the product they needed to make and some basic design requirements - the colour of the horse, the clothes for the jockey, the number of doors and windows for the stable, and the type of panels for the fence. They were also given a mixture of materials and tools to help them complete their tasks - different ones in each group.
I told them it was a team challenge and said my co-facilitators and I would be observing their behaviour during the task, and we'd judge their products at the end of the exercise.
At the end of the task, I asked them to come up and present their products. When all four groups had finished, I complimented them on the quality of their individual items but then reminded them that it had been a team exercise.
I said the objective of the team exercise had been to create a jockey, a horse, a stable and a fence so, as their customer, I wanted to judge how well they all went together. I could hear the pennies slowly dropping before the protests started as we discovered that the jockey was too big for the horse, the stable was too small for the horse and the fence was too high for the stable!
Individually, the items were fine, but the overall effect was disjointed - the whole was less than the sum of the parts. They hadn't considered the bigger picture or looked at it holistically from their customer's perspective. They hadn't involved me (their customer) in the contextual design of their products or sought my feedback during the task.
They'd chosen to internalise their measures of success and work as individual groups jockeying for position rather than one large team. They'd created their own silos and thrown the problems for the customer over the fence - even though they knew the purpose of the offsite was to encourage cross-departmental working!
It was a powerful message - departments in the best organisations work together, not against each other, to improve their overall performance and deliver an optimal customer experience.
I ran the exercise at four more offsites and each time it was the same outcome. I'd sworn the earlier participants to secrecy and the first thing they asked their colleagues, when they returned to the office, was "How big was your horse?"!
The offsites had the desired effect - a clear commitment from everyone to step outside silos, establish cross-departmental communication channels and work collaboratively as one business. Clients welcomed the joined-up approach and there was an increase in satisfaction levels, cross-sales and retention rates.
I hope you find this slide useful.
You can check out my full LInkedin article using the following link:
https://www.linkedin.com/pulse/teamwork-dont-forget-bigger-picture-jon-stephenson
]]>
Mon, 29 May 2023 21:17:11 GMT/slideshow/customer-experience-dont-forget-the-bigger-picturepptx-258111564/258111564JonStephenson3@slideshare.net(JonStephenson3)Customer Experience - don't forget the bigger picture!.pptxJonStephenson3I once ran an offsite exercise where I tasked four cross-functional groups of managers to make four separate items - a horse, a jockey, a stable and a fence.
Each group was given a card with the name of the product they needed to make and some basic design requirements - the colour of the horse, the clothes for the jockey, the number of doors and windows for the stable, and the type of panels for the fence. They were also given a mixture of materials and tools to help them complete their tasks - different ones in each group.
I told them it was a team challenge and said my co-facilitators and I would be observing their behaviour during the task, and we'd judge their products at the end of the exercise.
At the end of the task, I asked them to come up and present their products. When all four groups had finished, I complimented them on the quality of their individual items but then reminded them that it had been a team exercise.
I said the objective of the team exercise had been to create a jockey, a horse, a stable and a fence so, as their customer, I wanted to judge how well they all went together. I could hear the pennies slowly dropping before the protests started as we discovered that the jockey was too big for the horse, the stable was too small for the horse and the fence was too high for the stable!
Individually, the items were fine, but the overall effect was disjointed - the whole was less than the sum of the parts. They hadn't considered the bigger picture or looked at it holistically from their customer's perspective. They hadn't involved me (their customer) in the contextual design of their products or sought my feedback during the task.
They'd chosen to internalise their measures of success and work as individual groups jockeying for position rather than one large team. They'd created their own silos and thrown the problems for the customer over the fence - even though they knew the purpose of the offsite was to encourage cross-departmental working!
It was a powerful message - departments in the best organisations work together, not against each other, to improve their overall performance and deliver an optimal customer experience.
I ran the exercise at four more offsites and each time it was the same outcome. I'd sworn the earlier participants to secrecy and the first thing they asked their colleagues, when they returned to the office, was "How big was your horse?"!
The offsites had the desired effect - a clear commitment from everyone to step outside silos, establish cross-departmental communication channels and work collaboratively as one business. Clients welcomed the joined-up approach and there was an increase in satisfaction levels, cross-sales and retention rates.
I hope you find this slide useful.
You can check out my full LInkedin article using the following link:
https://www.linkedin.com/pulse/teamwork-dont-forget-bigger-picture-jon-stephenson
<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/customerexperience-dontforgetthebiggerpicture-230529211711-4fb2cf1e-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I once ran an offsite exercise where I tasked four cross-functional groups of managers to make four separate items - a horse, a jockey, a stable and a fence.
Each group was given a card with the name of the product they needed to make and some basic design requirements - the colour of the horse, the clothes for the jockey, the number of doors and windows for the stable, and the type of panels for the fence. They were also given a mixture of materials and tools to help them complete their tasks - different ones in each group.
I told them it was a team challenge and said my co-facilitators and I would be observing their behaviour during the task, and we'd judge their products at the end of the exercise.
At the end of the task, I asked them to come up and present their products. When all four groups had finished, I complimented them on the quality of their individual items but then reminded them that it had been a team exercise.
I said the objective of the team exercise had been to create a jockey, a horse, a stable and a fence so, as their customer, I wanted to judge how well they all went together. I could hear the pennies slowly dropping before the protests started as we discovered that the jockey was too big for the horse, the stable was too small for the horse and the fence was too high for the stable!
Individually, the items were fine, but the overall effect was disjointed - the whole was less than the sum of the parts. They hadn't considered the bigger picture or looked at it holistically from their customer's perspective. They hadn't involved me (their customer) in the contextual design of their products or sought my feedback during the task.
They'd chosen to internalise their measures of success and work as individual groups jockeying for position rather than one large team. They'd created their own silos and thrown the problems for the customer over the fence - even though they knew the purpose of the offsite was to encourage cross-departmental working!
It was a powerful message - departments in the best organisations work together, not against each other, to improve their overall performance and deliver an optimal customer experience.
I ran the exercise at four more offsites and each time it was the same outcome. I'd sworn the earlier participants to secrecy and the first thing they asked their colleagues, when they returned to the office, was "How big was your horse?"!
The offsites had the desired effect - a clear commitment from everyone to step outside silos, establish cross-departmental communication channels and work collaboratively as one business. Clients welcomed the joined-up approach and there was an increase in satisfaction levels, cross-sales and retention rates.
I hope you find this slide useful.
You can check out my full LInkedin article using the following link:
https://www.linkedin.com/pulse/teamwork-dont-forget-bigger-picture-jon-stephenson
]]>
310https://cdn.slidesharecdn.com/ss_thumbnails/customerexperience-dontforgetthebiggerpicture-230529211711-4fb2cf1e-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Incident Management - learn fast but don't get furious!.pptx
/slideshow/incident-management-learn-fast-but-dont-get-furiouspptx-257867328/257867328
incidentmanagement-learnfastbutdontgetfurious-230516163821-8be6efe7 I've managed quite a few incidents (and false alarms) throughout my career - loss of systems, power cuts, supply chain issues, adverse weather conditions (including golf-ball sized hailstones), small fires, staff shortages and even one where a colleague was stuck in a lift.
Proactive planning and preparation make incidents easier to manage, but I've still gained experience and learned valuable lessons from every one of them. For example, I now know that you don't tell someone who is stuck in a lift that the engineer will be here in 20 minutes because you might panic them, if they think that's a long time! You should avoid giving timescales - simply reassure them by saying help is on the way and you'll soon have them out of there.
I was thinking about the advice I'd give to someone managing an incident for the first time and I came up with the following list:
- Stay calm under pressure and reassure others
- Be assertive, not aggressive
- Ensure there are no egos in the room
- Listen to the experts
- Be decisive and inspire confidence
- Provide clear instructions
- Be prepared to react to a changing situation
- Learn fast and keep learning
- Stay in the present, don't look back
- Leave any retrospection for the Post Incident Review
- Make a record of all actions and decisions
- Communicate regularly to the wider team
- Revise your business continuity plans (after the incident) based upon the lessons you've learnt
I've summarised the above list on a slide. If you're new to incident management, I hope you find it useful. If you're an experienced Incident Manager, what would you add to the above list?
To read my full article, please go to:
https://www.linkedin.com/pulse/incident-management-learn-fast-dont-get-furious-jon-stephenson]]>
I've managed quite a few incidents (and false alarms) throughout my career - loss of systems, power cuts, supply chain issues, adverse weather conditions (including golf-ball sized hailstones), small fires, staff shortages and even one where a colleague was stuck in a lift.
Proactive planning and preparation make incidents easier to manage, but I've still gained experience and learned valuable lessons from every one of them. For example, I now know that you don't tell someone who is stuck in a lift that the engineer will be here in 20 minutes because you might panic them, if they think that's a long time! You should avoid giving timescales - simply reassure them by saying help is on the way and you'll soon have them out of there.
I was thinking about the advice I'd give to someone managing an incident for the first time and I came up with the following list:
- Stay calm under pressure and reassure others
- Be assertive, not aggressive
- Ensure there are no egos in the room
- Listen to the experts
- Be decisive and inspire confidence
- Provide clear instructions
- Be prepared to react to a changing situation
- Learn fast and keep learning
- Stay in the present, don't look back
- Leave any retrospection for the Post Incident Review
- Make a record of all actions and decisions
- Communicate regularly to the wider team
- Revise your business continuity plans (after the incident) based upon the lessons you've learnt
I've summarised the above list on a slide. If you're new to incident management, I hope you find it useful. If you're an experienced Incident Manager, what would you add to the above list?
To read my full article, please go to:
https://www.linkedin.com/pulse/incident-management-learn-fast-dont-get-furious-jon-stephenson]]>
Tue, 16 May 2023 16:38:21 GMT/slideshow/incident-management-learn-fast-but-dont-get-furiouspptx-257867328/257867328JonStephenson3@slideshare.net(JonStephenson3)Incident Management - learn fast but don't get furious!.pptxJonStephenson3I've managed quite a few incidents (and false alarms) throughout my career - loss of systems, power cuts, supply chain issues, adverse weather conditions (including golf-ball sized hailstones), small fires, staff shortages and even one where a colleague was stuck in a lift.
Proactive planning and preparation make incidents easier to manage, but I've still gained experience and learned valuable lessons from every one of them. For example, I now know that you don't tell someone who is stuck in a lift that the engineer will be here in 20 minutes because you might panic them, if they think that's a long time! You should avoid giving timescales - simply reassure them by saying help is on the way and you'll soon have them out of there.
I was thinking about the advice I'd give to someone managing an incident for the first time and I came up with the following list:
- Stay calm under pressure and reassure others
- Be assertive, not aggressive
- Ensure there are no egos in the room
- Listen to the experts
- Be decisive and inspire confidence
- Provide clear instructions
- Be prepared to react to a changing situation
- Learn fast and keep learning
- Stay in the present, don't look back
- Leave any retrospection for the Post Incident Review
- Make a record of all actions and decisions
- Communicate regularly to the wider team
- Revise your business continuity plans (after the incident) based upon the lessons you've learnt
I've summarised the above list on a slide. If you're new to incident management, I hope you find it useful. If you're an experienced Incident Manager, what would you add to the above list?
To read my full article, please go to:
https://www.linkedin.com/pulse/incident-management-learn-fast-dont-get-furious-jon-stephenson<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/incidentmanagement-learnfastbutdontgetfurious-230516163821-8be6efe7-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I've managed quite a few incidents (and false alarms) throughout my career - loss of systems, power cuts, supply chain issues, adverse weather conditions (including golf-ball sized hailstones), small fires, staff shortages and even one where a colleague was stuck in a lift.
Proactive planning and preparation make incidents easier to manage, but I've still gained experience and learned valuable lessons from every one of them. For example, I now know that you don't tell someone who is stuck in a lift that the engineer will be here in 20 minutes because you might panic them, if they think that's a long time! You should avoid giving timescales - simply reassure them by saying help is on the way and you'll soon have them out of there.
I was thinking about the advice I'd give to someone managing an incident for the first time and I came up with the following list:
- Stay calm under pressure and reassure others
- Be assertive, not aggressive
- Ensure there are no egos in the room
- Listen to the experts
- Be decisive and inspire confidence
- Provide clear instructions
- Be prepared to react to a changing situation
- Learn fast and keep learning
- Stay in the present, don't look back
- Leave any retrospection for the Post Incident Review
- Make a record of all actions and decisions
- Communicate regularly to the wider team
- Revise your business continuity plans (after the incident) based upon the lessons you've learnt
I've summarised the above list on a slide. If you're new to incident management, I hope you find it useful. If you're an experienced Incident Manager, what would you add to the above list?
To read my full article, please go to:
https://www.linkedin.com/pulse/incident-management-learn-fast-dont-get-furious-jon-stephenson
]]>
600https://cdn.slidesharecdn.com/ss_thumbnails/incidentmanagement-learnfastbutdontgetfurious-230516163821-8be6efe7-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Team Feedback - you've been framed!.pptx
/slideshow/team-feedback-youve-been-framedpptx-257827810/257827810
teamfeedback-youvebeenframed-230514161519-ae032191 I was introduced to the A-Frame by an inspirational boss many years ago, and I've used it ever since with both new and established teams.
It takes its name from the main headings of a four-box grid - Applaud, Ask, Assert, Anticipate, and it focuses on what people want/don't want and get/don't get from a particular situation.
It can be used to structure discussions on lots of different subjects, but I like to use it to request feedback on my situational leadership:
Applaud - what would you like me to continue doing?
Ask - what would you like me to start doing?
Assert - what would you like me to stop doing?
Anticipate - what don't you want me to start doing?
Before committing to the exercise, it's essential that your team feel empowered to provide objective feedback, and that you're in the right frame of mind to receive it. Don't be defensive or try to rationalise it - take it as an opportunity to learn.
I've found that it works best if you ask your team to collectively agree the feedback, and then meet with them to review it. Each time it has prompted excellent discussions. I've used the feedback to produce a development plan for myself and, at the same time, to document the support I need from them to help me become a more effective leader.
It's important to track progress against the plan and request feedback on a regular basis as their needs may change over time. You'll find that your team will be more precise and get better at providing examples each time they complete the exercise.
I've summarised the above points on a slide - I hope you find it useful. I've also included the 'A' Frame on a separate slide.
So, why not give it a go? I'm sure your team will engage with the process, and they'll be delighted with the changes you make and the positive impact it has on their intrinsic motivation and overall performance. Embrace it and you'll start to hear great things, like what you see, and have a spring in your step!
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/team-feedback-youve-been-framed-jon-stephenson]]>
I was introduced to the A-Frame by an inspirational boss many years ago, and I've used it ever since with both new and established teams.
It takes its name from the main headings of a four-box grid - Applaud, Ask, Assert, Anticipate, and it focuses on what people want/don't want and get/don't get from a particular situation.
It can be used to structure discussions on lots of different subjects, but I like to use it to request feedback on my situational leadership:
Applaud - what would you like me to continue doing?
Ask - what would you like me to start doing?
Assert - what would you like me to stop doing?
Anticipate - what don't you want me to start doing?
Before committing to the exercise, it's essential that your team feel empowered to provide objective feedback, and that you're in the right frame of mind to receive it. Don't be defensive or try to rationalise it - take it as an opportunity to learn.
I've found that it works best if you ask your team to collectively agree the feedback, and then meet with them to review it. Each time it has prompted excellent discussions. I've used the feedback to produce a development plan for myself and, at the same time, to document the support I need from them to help me become a more effective leader.
It's important to track progress against the plan and request feedback on a regular basis as their needs may change over time. You'll find that your team will be more precise and get better at providing examples each time they complete the exercise.
I've summarised the above points on a slide - I hope you find it useful. I've also included the 'A' Frame on a separate slide.
So, why not give it a go? I'm sure your team will engage with the process, and they'll be delighted with the changes you make and the positive impact it has on their intrinsic motivation and overall performance. Embrace it and you'll start to hear great things, like what you see, and have a spring in your step!
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/team-feedback-youve-been-framed-jon-stephenson]]>
Sun, 14 May 2023 16:15:19 GMT/slideshow/team-feedback-youve-been-framedpptx-257827810/257827810JonStephenson3@slideshare.net(JonStephenson3)Team Feedback - you've been framed!.pptxJonStephenson3I was introduced to the A-Frame by an inspirational boss many years ago, and I've used it ever since with both new and established teams.
It takes its name from the main headings of a four-box grid - Applaud, Ask, Assert, Anticipate, and it focuses on what people want/don't want and get/don't get from a particular situation.
It can be used to structure discussions on lots of different subjects, but I like to use it to request feedback on my situational leadership:
Applaud - what would you like me to continue doing?
Ask - what would you like me to start doing?
Assert - what would you like me to stop doing?
Anticipate - what don't you want me to start doing?
Before committing to the exercise, it's essential that your team feel empowered to provide objective feedback, and that you're in the right frame of mind to receive it. Don't be defensive or try to rationalise it - take it as an opportunity to learn.
I've found that it works best if you ask your team to collectively agree the feedback, and then meet with them to review it. Each time it has prompted excellent discussions. I've used the feedback to produce a development plan for myself and, at the same time, to document the support I need from them to help me become a more effective leader.
It's important to track progress against the plan and request feedback on a regular basis as their needs may change over time. You'll find that your team will be more precise and get better at providing examples each time they complete the exercise.
I've summarised the above points on a slide - I hope you find it useful. I've also included the 'A' Frame on a separate slide.
So, why not give it a go? I'm sure your team will engage with the process, and they'll be delighted with the changes you make and the positive impact it has on their intrinsic motivation and overall performance. Embrace it and you'll start to hear great things, like what you see, and have a spring in your step!
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/team-feedback-youve-been-framed-jon-stephenson<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/teamfeedback-youvebeenframed-230514161519-ae032191-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I was introduced to the A-Frame by an inspirational boss many years ago, and I've used it ever since with both new and established teams.
It takes its name from the main headings of a four-box grid - Applaud, Ask, Assert, Anticipate, and it focuses on what people want/don't want and get/don't get from a particular situation.
It can be used to structure discussions on lots of different subjects, but I like to use it to request feedback on my situational leadership:
Applaud - what would you like me to continue doing?
Ask - what would you like me to start doing?
Assert - what would you like me to stop doing?
Anticipate - what don't you want me to start doing?
Before committing to the exercise, it's essential that your team feel empowered to provide objective feedback, and that you're in the right frame of mind to receive it. Don't be defensive or try to rationalise it - take it as an opportunity to learn.
I've found that it works best if you ask your team to collectively agree the feedback, and then meet with them to review it. Each time it has prompted excellent discussions. I've used the feedback to produce a development plan for myself and, at the same time, to document the support I need from them to help me become a more effective leader.
It's important to track progress against the plan and request feedback on a regular basis as their needs may change over time. You'll find that your team will be more precise and get better at providing examples each time they complete the exercise.
I've summarised the above points on a slide - I hope you find it useful. I've also included the 'A' Frame on a separate slide.
So, why not give it a go? I'm sure your team will engage with the process, and they'll be delighted with the changes you make and the positive impact it has on their intrinsic motivation and overall performance. Embrace it and you'll start to hear great things, like what you see, and have a spring in your step!
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/team-feedback-youve-been-framed-jon-stephenson
]]>
1610https://cdn.slidesharecdn.com/ss_thumbnails/teamfeedback-youvebeenframed-230514161519-ae032191-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Client Retention - a strategy to mind the gap!.pptx
/slideshow/client-retention-a-strategy-to-mind-the-gappptx-257822595/257822595
clientretention-astrategytomindthegap-230514072555-6002c904 Whilst I fully accept that it's everyone's collective responsibility to optimise the customer experience and reduce attrition rates, I believe it's essential for organisations to develop a clear and robust retention strategy.
I remember being asked to devise and implement a retention strategy for a professional services business. Renewal rates had been on a downward trend for several years, so I was keen to understand why this was happening. When I sat down with the account managers, I discovered that most of their time was dedicated to contacting clients in the last six months of their contract and attempting to secure their renewal.
Unfortunately, by the time they reached out to their clients, it was usually too late - most of them had already made the decision to either stay or move on, so their efforts had no meaningful impact on the renewal rates. Additionally, there was no attempt to win back lost business or address the root cause of customer dissatisfaction.
It was very clear that there were rudimentary gaps in their approach and a radical overhaul was required, so I created a five-stage strategy covering Attention, Detection, Prevention, Retention and Redemption.
It was a major programme of work but, crucially, it had the full backing of the SLT and within twelve months we'd reversed the trend and renewal rates started to climb dramatically.
I've summarised the five stages on a slide - I hope you find it useful. I've also included a mind map showing the five stages and their linked activities.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/client-retention-strategy-mind-gap-jon-stephenson]]>
Whilst I fully accept that it's everyone's collective responsibility to optimise the customer experience and reduce attrition rates, I believe it's essential for organisations to develop a clear and robust retention strategy.
I remember being asked to devise and implement a retention strategy for a professional services business. Renewal rates had been on a downward trend for several years, so I was keen to understand why this was happening. When I sat down with the account managers, I discovered that most of their time was dedicated to contacting clients in the last six months of their contract and attempting to secure their renewal.
Unfortunately, by the time they reached out to their clients, it was usually too late - most of them had already made the decision to either stay or move on, so their efforts had no meaningful impact on the renewal rates. Additionally, there was no attempt to win back lost business or address the root cause of customer dissatisfaction.
It was very clear that there were rudimentary gaps in their approach and a radical overhaul was required, so I created a five-stage strategy covering Attention, Detection, Prevention, Retention and Redemption.
It was a major programme of work but, crucially, it had the full backing of the SLT and within twelve months we'd reversed the trend and renewal rates started to climb dramatically.
I've summarised the five stages on a slide - I hope you find it useful. I've also included a mind map showing the five stages and their linked activities.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/client-retention-strategy-mind-gap-jon-stephenson]]>
Sun, 14 May 2023 07:25:55 GMT/slideshow/client-retention-a-strategy-to-mind-the-gappptx-257822595/257822595JonStephenson3@slideshare.net(JonStephenson3)Client Retention - a strategy to mind the gap!.pptxJonStephenson3Whilst I fully accept that it's everyone's collective responsibility to optimise the customer experience and reduce attrition rates, I believe it's essential for organisations to develop a clear and robust retention strategy.
I remember being asked to devise and implement a retention strategy for a professional services business. Renewal rates had been on a downward trend for several years, so I was keen to understand why this was happening. When I sat down with the account managers, I discovered that most of their time was dedicated to contacting clients in the last six months of their contract and attempting to secure their renewal.
Unfortunately, by the time they reached out to their clients, it was usually too late - most of them had already made the decision to either stay or move on, so their efforts had no meaningful impact on the renewal rates. Additionally, there was no attempt to win back lost business or address the root cause of customer dissatisfaction.
It was very clear that there were rudimentary gaps in their approach and a radical overhaul was required, so I created a five-stage strategy covering Attention, Detection, Prevention, Retention and Redemption.
It was a major programme of work but, crucially, it had the full backing of the SLT and within twelve months we'd reversed the trend and renewal rates started to climb dramatically.
I've summarised the five stages on a slide - I hope you find it useful. I've also included a mind map showing the five stages and their linked activities.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/client-retention-strategy-mind-gap-jon-stephenson<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/clientretention-astrategytomindthegap-230514072555-6002c904-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Whilst I fully accept that it's everyone's collective responsibility to optimise the customer experience and reduce attrition rates, I believe it's essential for organisations to develop a clear and robust retention strategy.
I remember being asked to devise and implement a retention strategy for a professional services business. Renewal rates had been on a downward trend for several years, so I was keen to understand why this was happening. When I sat down with the account managers, I discovered that most of their time was dedicated to contacting clients in the last six months of their contract and attempting to secure their renewal.
Unfortunately, by the time they reached out to their clients, it was usually too late - most of them had already made the decision to either stay or move on, so their efforts had no meaningful impact on the renewal rates. Additionally, there was no attempt to win back lost business or address the root cause of customer dissatisfaction.
It was very clear that there were rudimentary gaps in their approach and a radical overhaul was required, so I created a five-stage strategy covering Attention, Detection, Prevention, Retention and Redemption.
It was a major programme of work but, crucially, it had the full backing of the SLT and within twelve months we'd reversed the trend and renewal rates started to climb dramatically.
I've summarised the five stages on a slide - I hope you find it useful. I've also included a mind map showing the five stages and their linked activities.
Please use the following link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/client-retention-strategy-mind-gap-jon-stephenson
]]>
390https://cdn.slidesharecdn.com/ss_thumbnails/clientretention-astrategytomindthegap-230514072555-6002c904-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Business Transformation - getting ready to scale and polish!.pptx
/slideshow/business-transformation-getting-ready-to-scale-and-polishpptx-257734793/257734793
businesstransformation-gettingreadytoscaleandpolish-230508215414-7de0f068 Scaling-up is about achieving an exponential increase in capacity and productivity without sacrificing quality. It's not a one-size-fits-all process, and you'll need to tailor your solutions to provide the polish, but the ten principles on this slide should form the basis of your strategy.
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/business-transformation-getting-ready-scale-polish-jon-stephenson]]>
Scaling-up is about achieving an exponential increase in capacity and productivity without sacrificing quality. It's not a one-size-fits-all process, and you'll need to tailor your solutions to provide the polish, but the ten principles on this slide should form the basis of your strategy.
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/business-transformation-getting-ready-scale-polish-jon-stephenson]]>
Mon, 08 May 2023 21:54:14 GMT/slideshow/business-transformation-getting-ready-to-scale-and-polishpptx-257734793/257734793JonStephenson3@slideshare.net(JonStephenson3)Business Transformation - getting ready to scale and polish!.pptxJonStephenson3Scaling-up is about achieving an exponential increase in capacity and productivity without sacrificing quality. It's not a one-size-fits-all process, and you'll need to tailor your solutions to provide the polish, but the ten principles on this slide should form the basis of your strategy.
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/business-transformation-getting-ready-scale-polish-jon-stephenson<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/businesstransformation-gettingreadytoscaleandpolish-230508215414-7de0f068-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Scaling-up is about achieving an exponential increase in capacity and productivity without sacrificing quality. It's not a one-size-fits-all process, and you'll need to tailor your solutions to provide the polish, but the ten principles on this slide should form the basis of your strategy.
Please use this link to check out my full article on LinkedIn:
https://www.linkedin.com/pulse/business-transformation-getting-ready-scale-polish-jon-stephenson
]]>
150https://cdn.slidesharecdn.com/ss_thumbnails/businesstransformation-gettingreadytoscaleandpolish-230508215414-7de0f068-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Mentorship - the butcher, the baker, the candlestick maker!.pptx
/slideshow/mentorship-the-butcher-the-baker-the-candlestick-makerpptx-257732698/257732698
mentorship-thebutcherthebakerthecandlestickmaker-230508172415-9f30274b If you get the opportunity to become a mentor, through a scheme or a direct approach, I鈥檇 highly recommend it, and I'm sure your future self will thank you.
I鈥檝e always enjoyed helping colleagues and I鈥檇 like to think I鈥檝e played my part in their subsequent development and achievements, and developed a few skills myself along the way.
So what skills do you need to be a mentor? When I joined my first scheme, I was told that I'd need to be a coach, a counsellor and a cheerleader but based upon my experience as both a mentor and mentee, I'd say the different hats you need to wear are more akin to the characters from an old nursery rhyme - butcher, baker and candlestick maker!
Please check out my full article on LinkedIn to find out why:
https://www.linkedin.com/pulse/mentoring-schemes-say-hello-butcher-baker-maker-jon-stephenson]]>
If you get the opportunity to become a mentor, through a scheme or a direct approach, I鈥檇 highly recommend it, and I'm sure your future self will thank you.
I鈥檝e always enjoyed helping colleagues and I鈥檇 like to think I鈥檝e played my part in their subsequent development and achievements, and developed a few skills myself along the way.
So what skills do you need to be a mentor? When I joined my first scheme, I was told that I'd need to be a coach, a counsellor and a cheerleader but based upon my experience as both a mentor and mentee, I'd say the different hats you need to wear are more akin to the characters from an old nursery rhyme - butcher, baker and candlestick maker!
Please check out my full article on LinkedIn to find out why:
https://www.linkedin.com/pulse/mentoring-schemes-say-hello-butcher-baker-maker-jon-stephenson]]>
Mon, 08 May 2023 17:24:15 GMT/slideshow/mentorship-the-butcher-the-baker-the-candlestick-makerpptx-257732698/257732698JonStephenson3@slideshare.net(JonStephenson3)Mentorship - the butcher, the baker, the candlestick maker!.pptxJonStephenson3If you get the opportunity to become a mentor, through a scheme or a direct approach, I鈥檇 highly recommend it, and I'm sure your future self will thank you.
I鈥檝e always enjoyed helping colleagues and I鈥檇 like to think I鈥檝e played my part in their subsequent development and achievements, and developed a few skills myself along the way.
So what skills do you need to be a mentor? When I joined my first scheme, I was told that I'd need to be a coach, a counsellor and a cheerleader but based upon my experience as both a mentor and mentee, I'd say the different hats you need to wear are more akin to the characters from an old nursery rhyme - butcher, baker and candlestick maker!
Please check out my full article on LinkedIn to find out why:
https://www.linkedin.com/pulse/mentoring-schemes-say-hello-butcher-baker-maker-jon-stephenson<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mentorship-thebutcherthebakerthecandlestickmaker-230508172415-9f30274b-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> If you get the opportunity to become a mentor, through a scheme or a direct approach, I鈥檇 highly recommend it, and I'm sure your future self will thank you.
I鈥檝e always enjoyed helping colleagues and I鈥檇 like to think I鈥檝e played my part in their subsequent development and achievements, and developed a few skills myself along the way.
So what skills do you need to be a mentor? When I joined my first scheme, I was told that I'd need to be a coach, a counsellor and a cheerleader but based upon my experience as both a mentor and mentee, I'd say the different hats you need to wear are more akin to the characters from an old nursery rhyme - butcher, baker and candlestick maker!
Please check out my full article on LinkedIn to find out why:
https://www.linkedin.com/pulse/mentoring-schemes-say-hello-butcher-baker-maker-jon-stephenson
]]>
1170https://cdn.slidesharecdn.com/ss_thumbnails/mentorship-thebutcherthebakerthecandlestickmaker-230508172415-9f30274b-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Stakeholder Management - just what the Doctor ordered!.pptx
/slideshow/stakeholder-management-just-what-the-doctor-orderedpptx-257714031/257714031
stakeholdermanagement-justwhatthedoctorordered-230507065350-15167952 I've always believed that stakeholder management is key to business transformation. If you want to be given a clean bill of health and avoid major surgery after you introduce change within your organisation, it鈥檚 essential that you manage your stakeholders effectively throughout the programme.
My prescription for good stakeholder management covers four essential areas:
- Identifying stakeholders
- Managing expectations
- Engaging appropriately
- Communicating effectively
I've captured my tips for managing these four areas on a slide - I hope you find it useful.
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/stakeholder-management-just-what-doctor-ordered-jon-stephenson]]>
I've always believed that stakeholder management is key to business transformation. If you want to be given a clean bill of health and avoid major surgery after you introduce change within your organisation, it鈥檚 essential that you manage your stakeholders effectively throughout the programme.
My prescription for good stakeholder management covers four essential areas:
- Identifying stakeholders
- Managing expectations
- Engaging appropriately
- Communicating effectively
I've captured my tips for managing these four areas on a slide - I hope you find it useful.
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/stakeholder-management-just-what-doctor-ordered-jon-stephenson]]>
Sun, 07 May 2023 06:53:50 GMT/slideshow/stakeholder-management-just-what-the-doctor-orderedpptx-257714031/257714031JonStephenson3@slideshare.net(JonStephenson3)Stakeholder Management - just what the Doctor ordered!.pptxJonStephenson3I've always believed that stakeholder management is key to business transformation. If you want to be given a clean bill of health and avoid major surgery after you introduce change within your organisation, it鈥檚 essential that you manage your stakeholders effectively throughout the programme.
My prescription for good stakeholder management covers four essential areas:
- Identifying stakeholders
- Managing expectations
- Engaging appropriately
- Communicating effectively
I've captured my tips for managing these four areas on a slide - I hope you find it useful.
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/stakeholder-management-just-what-doctor-ordered-jon-stephenson<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/stakeholdermanagement-justwhatthedoctorordered-230507065350-15167952-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I've always believed that stakeholder management is key to business transformation. If you want to be given a clean bill of health and avoid major surgery after you introduce change within your organisation, it鈥檚 essential that you manage your stakeholders effectively throughout the programme.
My prescription for good stakeholder management covers four essential areas:
- Identifying stakeholders
- Managing expectations
- Engaging appropriately
- Communicating effectively
I've captured my tips for managing these four areas on a slide - I hope you find it useful.
Please use the following link to check out my full LinkedIn article:
https://www.linkedin.com/pulse/stakeholder-management-just-what-doctor-ordered-jon-stephenson
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470https://cdn.slidesharecdn.com/ss_thumbnails/stakeholdermanagement-justwhatthedoctorordered-230507065350-15167952-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Performance Improvement - at least we're not going backwards!.pptx
/slideshow/performance-improvement-at-least-were-not-going-backwardspptx-257710667/257710667
performanceimprovement-atleastwerenotgoingbackwards-230506195819-5fca8c52 I recall a business analyst saying to me "I don't know why you want me to look at that measure again, the rate hasn't changed since the last time I reviewed it."
I explained that the lack of improvement was precisely the reason I wanted him to look at it again. I was shocked by his blas茅 attitude towards performance management, but I was pleased that he'd given me an idea for another article!
Standing still will usually result in your organisation moving backwards because whilst you stagnate your competitors will all be attempting to move forward. Unless you're in a rowing boat or a tug-of-war team, forward momentum is key to success. If you become complacent about your performance, you'll soon start shipping customers, and then you'll get that sinking feeling!
Please check out my full article on LinkedIn using the following link:
https://www.linkedin.com/pulse/performance-improvement-least-were-going-backwards-jon-stephenson/]]>
I recall a business analyst saying to me "I don't know why you want me to look at that measure again, the rate hasn't changed since the last time I reviewed it."
I explained that the lack of improvement was precisely the reason I wanted him to look at it again. I was shocked by his blas茅 attitude towards performance management, but I was pleased that he'd given me an idea for another article!
Standing still will usually result in your organisation moving backwards because whilst you stagnate your competitors will all be attempting to move forward. Unless you're in a rowing boat or a tug-of-war team, forward momentum is key to success. If you become complacent about your performance, you'll soon start shipping customers, and then you'll get that sinking feeling!
Please check out my full article on LinkedIn using the following link:
https://www.linkedin.com/pulse/performance-improvement-least-were-going-backwards-jon-stephenson/]]>
Sat, 06 May 2023 19:58:19 GMT/slideshow/performance-improvement-at-least-were-not-going-backwardspptx-257710667/257710667JonStephenson3@slideshare.net(JonStephenson3)Performance Improvement - at least we're not going backwards!.pptxJonStephenson3I recall a business analyst saying to me "I don't know why you want me to look at that measure again, the rate hasn't changed since the last time I reviewed it."
I explained that the lack of improvement was precisely the reason I wanted him to look at it again. I was shocked by his blas茅 attitude towards performance management, but I was pleased that he'd given me an idea for another article!
Standing still will usually result in your organisation moving backwards because whilst you stagnate your competitors will all be attempting to move forward. Unless you're in a rowing boat or a tug-of-war team, forward momentum is key to success. If you become complacent about your performance, you'll soon start shipping customers, and then you'll get that sinking feeling!
Please check out my full article on LinkedIn using the following link:
https://www.linkedin.com/pulse/performance-improvement-least-were-going-backwards-jon-stephenson/<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/performanceimprovement-atleastwerenotgoingbackwards-230506195819-5fca8c52-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> I recall a business analyst saying to me "I don't know why you want me to look at that measure again, the rate hasn't changed since the last time I reviewed it."
I explained that the lack of improvement was precisely the reason I wanted him to look at it again. I was shocked by his blas茅 attitude towards performance management, but I was pleased that he'd given me an idea for another article!
Standing still will usually result in your organisation moving backwards because whilst you stagnate your competitors will all be attempting to move forward. Unless you're in a rowing boat or a tug-of-war team, forward momentum is key to success. If you become complacent about your performance, you'll soon start shipping customers, and then you'll get that sinking feeling!
Please check out my full article on LinkedIn using the following link:
https://www.linkedin.com/pulse/performance-improvement-least-were-going-backwards-jon-stephenson/
]]>
860https://cdn.slidesharecdn.com/ss_thumbnails/performanceimprovement-atleastwerenotgoingbackwards-230506195819-5fca8c52-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0https://cdn.slidesharecdn.com/profile-photo-JonStephenson3-48x48.jpg?cb=1751795594I鈥檓 an operations leader, whose formative career was defined at First Direct; the pioneering challenger bank that remains the benchmark standard for customer service. I possess a reputation for translating executive strategy (transformation, growth & scale-up) into sustainable and fit for purpose target operating models.https://cdn.slidesharecdn.com/ss_thumbnails/changemanagement-watchoutforthosechainreactions-250525180718-5610e7df-thumbnail.jpg?width=320&height=320&fit=boundsslideshow/change-management-watch-out-for-those-chain-reactions-pptx-5bea/279661847Change Management - wa...https://cdn.slidesharecdn.com/ss_thumbnails/lessonslearnt-reachforthegoldstars-250222090003-efb28ac0-thumbnail.jpg?width=320&height=320&fit=boundsslideshow/lessons-learnt-reach-for-the-gold-stars-pptx-50dc/275921666Lessons Learnt - reach...https://cdn.slidesharecdn.com/ss_thumbnails/jobhunting-hatsthewaytocreateastrategy-250109152752-87d8daca-thumbnail.jpg?width=320&height=320&fit=boundsslideshow/job-hunting-hats-the-way-to-create-a-strategy-pptx-2649/274764818Job Hunting - hats the...