Brass Tacks

In today's business world, people tend to look for accredited training and qualifications which carry a 'label'. Brass Tacks offers just that - an ILM endorsed award, which is recognised in the business world. Learning and Development is a useful way for organisations to motivate and reward their staff at a time when it is difficult to increase pay levels.

Brass Tacks offers the nuts and bolts of managerial components to develop middle managers into future senior managers. The next 5 day Brass Tacks open course is scheduled to run in February.

Accredited learning and development

Continuing professional development is the current trend with both employers and employees when developing today's workforce. There is huge emphasis on self-improvement and development. Consequently participants want accredited training, the benefits of which they can take with them to other organisations. 

With the present recession, it's not so easy for employees to develop their careers by progressing up the career ladder; there are fewer job opportunities. Simultaneously, existing employers cannot easily increase pay scales during these tough economic times. Consequently learning and development is an alternative method of motivating a workforce. In today's corporate world, and where a few large players dominate the field, awarding bodies of qualifications are held in high esteem. 

ILM and CMI are regarded with credibility in management and leadership related courses.

Brass Tacks offers ILM awards at level 2, specifically designed for middle managers who often aspire to more senior levels. 

Brass Tacks' success

Brass Tacks is a unique approach to management development, providing basic, cost effective learning and development across a broad range of management, supervisory and general business skills. 

Brass Tacks Courses are aimed at new managers and/or supervisors or to personnel aspiring to these positions, working in anything from SMEs to Corporate Organisations and everything in between.  The training demystifies the complexities of business and management and provides candidates with the necessary skills to develop into their job roles and beyond.

The major benefits associated with Brass Tacks events are:

• Brass Tacks offer a wide range of skills development programmes that can be tuned to the particular needs of the candidate and/or their organisation. This can be used to ensure that the right blend of learning is achieved to ensure that employees are ready for advancement within their company or business.
• Brass Tacks uses a blended learning approach mixing highly interactive workshops with pre event reading and post event work place self-study and reflective learning to ensure that the materials are presented effectively and encompassing the preferred learning styles of all candidates.

• Brass Tacks is focused upon learning rather than training to ensure that the skills are embedded and utilised leading to on-going and sustainable business improvement rather than simply sitting in a training manual on the shelf. This is achieved through on-going post learning support and development following attendance at a Brass Tacks event.

When compiled as a programme of 5 or more modules, the Brass Tacks Courses can be presented as an Institute of Leadership & Management (ILM) Endorsed Programme which can act as a stepping stone to certified qualifications within the ILM framework.

Brass Tacks Associates are all highly experienced business leaders and managers within their fields.  They offer an engaging and “no nonsense” approach to the training, making business and management “simple to understand, easy to implement”.

Brass Tacks - Management development

The most effective learning and development increases the yield of the business. 

Brass Tacks' message is unpretentious: 'Simple to understand - Easy to implement'. It's aimed at middle management who have the potential to develop and take the business forward, thus increasing the yield.

Brass Tacks is a no-nonsense approach to learning and development - fully interactive, fun sessions, supported by extensive on-line activities and materials through the Marshall Gurney Institute, which is a web-based college, and a tailored coaching programme, so the learning is embedded and used to provide a valuable return on the training investment.

This week in the shops it's 'back to school', so as the new term approaches it's a great opportunity for businesses to invest in the learning and development of their staff - to increase the yield!

Management Development - Brass Tacks

I'd like to share something with you about a project which I've been working on that I am really excited about.  I have been working with a group of associates on a concept called Brass Tacks - a unique approach to management development, providing basic training across a broad range of management, supervisory and general business skills. 

The concept uses a blended learning approach, combining highly interactive training workshops, candidate self-study and reflective learning and assessment. One of the best features that immediately struck me was the level of flexibility making it attractive to a broad range of individuals and organisations because the learning can be tuned to their specific needs, a bit like a “pick and mix” approach to skills development!

Another very positive aspect is that the programme, which is endorsed by the Institute of Leadership & Management (ILM), is focussed on embedding and using the learning rather than simply giving training.  Often a major frustration is seeing training manuals sitting on the shelf gathering dust rather than their owner putting the content into practice.
  
Part of the Brass Tacks approach is offering ongoing support to ensure that the learning is embedded and used to provide a valuable return on the training investment by delivering sustained performance improvement by the candidate.

More information to follow.

Management skills of the future

Whilst none of us has a crystal ball, logical predictions can be made of the management skills of the future. Recent years have seen an economic downturn, with cost cuts and the need for greater efficiency with reduced staff numbers. High Performance Working (HPW) seems here to stay. The profile of our workforce is changing - an older workforce, which is diverse, with many engaged in 'harlequin' careers where by individuals have 2 or more jobs simultaneously, to reflect the availability of full-time permanent jobs.


Future management skills many include all of the current required skills plus the ability to manage workers remotely, who are on fractional hours, and working into their third age. Clearly delegation skills are paramount along with budgetary control. Innovation will be expected not just from managers but also from the workforce - managers will need to foster these skills.


This then poses interesting challenges for management development - how to develop and build these skills, using virtual learning, and learning methods which encompass a range of different learning styles. There are likely to be opportunities for learning and development via social media.


Those managers and development consultants with innovative ideas are likely to be successful.

Learning to Work

Currently a lot is written about job losses, unemployment and trend for older workers to continue working into their Third Age. 


A CIPD initiative aims to help young people access the job market and organisations engage with them to boost their work prospects. Closer ties are encouraged with employers and schools and colleges to develop employability skills and offer more high-quality work experience. The initiative also want to promote more youth-friendly recruitment skills, and change the relationship and level of engagement between employers and young people. 


Learning to Work is backed by M&S, Deloitte, Nestle, O2, Veolia and NHS employers and builds on CIPD guidance on internships, work experience and apprenticeships. It emphasises the role which HR can play in helping young people enter, and contribute to, the job market and in their transition into the work world. 

Managing in uncertain economic times

There's frequent speculation about when the current recession will end, whilst others claim the economy is showing positive signs of recovery. One aspect is certain: 


if and when the recession ends, and we move towards boom times, things will not return to the way they were in the late 90s/early millennium years. Having downsized, many organisations will expect to prosper with fewer permanent staff, who possess transferable skills and are capable of high performance working. 


Until this expectation becomes the 'norm' amongst both current and new entrants to the job market, several issues may arise - the need for rigorous appraisals and regular feedback, huge support mechanisms, regular coaching and mentoring, and a lot of learning and devleopment.


But every change brings a loss and a gain ...............

Managing in an economic downturn

In the present business climate, where many organisations are having to work particularly hard just to survive, it's difficult to increase salary levels and related bonuses. This requires employers to look at alternative forms of motivation and openly communicate with their staff to keep them informed. Trust and understanding is key and organisations should openly value their staff and make them feel valued. Engaged employees drive success, so it's worth investing the time to achieve this.

Diversity for productivity

A recent publication suggests a diverse workplace is more productive, has better employee engagement, and has better profits. A diverse workplace indicates some resemblance to Belbin's team roles. 


Typically many organisations are uniform in their senior teams, built in similar images to the Chief Executive. There is a correlation between increased organisational performance and diversity at senior levels. 


This is thought provoking and yet also a useful tool to attract the best talent to take the organisation forward.

What do you call those being trained/developed?

Recently there's been much copious discussion on the most suitable term for those being trained or developed: 


Is it learners, students, pupils (somewhat old fashioned!), delegates, participants or trainees?


As with many aspects of learning and development, it's probably a case of 'best fit, rather than best practice'. Consequently, if the term learners is appropriate then use it; conversely with delegates, or students.


As the person delivering the learning and development, you decide which term is more appropriate.

Coaching training

There is a belief that to embed coaching fully across an organisation, certain key staff should be trained how to coach others, so a cascade approach happens. This may or may not work depending on the natural coaching skills of those selected and their availability to deliver coaching. Sometimes a coach from outside the organisation can have more impact - a new broom sweeps clean!

Coaching for all

As business coaching continues to produce excellent results, there is speculation as to whether all line managers should receive coaching on how to coach their team. Whilst s/he may be an excellent line manager, s/he may not have natural coaching skills - not everyone is suited to this skilful role.

There is also suggestion that coaching to team members is unnecessary because their line manager should be performing this role. Considering the point made above and also the fact that an independent coach who is not 'subject specific' can achieve proven results, this supports the argument for engaging a coach from outside the organisation.

It continues to be best fit as much as best practice.

Coaching as a development tool

As a development tool, coaching has come under scrutiny - a recent article about training suggested that some line managers disapprove of the time spent by coaches with their coachees. What is the way forward here? To involve managers in the coaching process thus obtaining his/her buy-in and support for the process, and train managers to be coaches. This may eradicated the image of coaching being a 'fluffy nice to have'.

Carefully planned and effectively delivered, coaching is an essential part of a manager's toolkit.

Leadership in difficult economic times

Viewers of The Apprentice will see how Alan Sugar displays a bullish toughness with cast-iron strength. This appears to work; those around him recognise his proven success and business acumen and they want to be part of his team.


It is suggested that when business is particularly tough, a strong and positive leader should communicate well with those around him/her and explan what s/he intends to do to about it. Speed is crucial to survival although this is not easy because today, more than ever before, there are huge amounts of information to absorb. 


Honest communication is essential otherwise team members loose commitment and rumours escalate. Such situations often highlight the need for change which create the 'nervous' energy good leaders thrive on - this, in turn, creates new opportunity. 


Lay the foundation stages correctly and there will be a strong and dedicated team who support their leader in the next business chapter.

Do managers cause health problems at work?

A recent management article suggests that managers with poor social skills actually cause stress to their subordinates through their approach to handling staff. The need for approachable, sensitive and tactful skills are recognised. The article suggests that when recruiting managers a rigorous selection procedure is used, including psychometric tests, and it is the task competencies which receive more recognition than social or interpersonal skills, which may be of equal or greater importance. Poor people management skills cause undue stress to staff and are responsible for low performance. 


It is also suggested that emotional issues in employees' personal lives are likely to impact on their performance and that this should be recognised rather than ignored. 


Both of these situations require appropriate and sensitive management skills which may be lacking in many managers today. 

Change in the workplace

Much has been written about change and peoples' reaction to it at work. Recession brings change (and uncertainty).

Often in their strive to 'get it right', directors and managers omit to fully communicate change to subordinates and then become impatient that people appear to be resisting it. Here, the cause is a breakdown in communications. Here the 'what's in it for me?' approach often works; sell  the benefits and promote the advantages.

Often when facing change it's hobson's choice ie there's no alternative. Consultation, discussion and review are crucial but certainly worth the time spent.

On-line learning

Virtual Learning Environments (VLEs) are common place in schools, colleges and universities. They also provide tailor, bite-sized training for business professional who have access to a VLE.

Training consultants who have access to a VLE can devise material which is accessible at a time and pace to suit the learner. With carefully designed material the learning can be interactive and reflective to stretch the learner and take him/her into a different comfort zone.

Leadership

Much has been written about leadership .......... often by those who have never been leaders!


A recent Radio 4 programme made the point that if someone needs leadership explaining to him/her, then they don't have it.


Leadership was mentioned as being: followship, ie inspiring others to follow you.


Integrity was mentioned - if people see you're in it for yourself then you may not be able to inspire followers.


Attention was focussed on the essential role of management - leaders need quality managers.


An interesting programme which stimulated much thought on leadership.

Weekly tip - How to create a Coaching Culture

When the appointed coaches are in place and they are performing coaching within the organisation, the next stage is to set up a 'Coaches Forum' whereby coaches identify common themes and coaching requirements across the organisation and discuss how best to coach these. 


Whilst confidentiality should be maintained, the general concerns and issues can be discussed and analysed so that productive feedback can be given to the Director or HRM or Learning & Development.


This is a useful exercise, because it assists managers in allocating/assigning coaches to coachees (those requiring coaching).

Weekly tip - How to create a Coaching Culture

To gain the benefits, coaching needs to be supported at the top of the organisation and not limited to senior staff. Organisations need to focus on developing their internal coaching capability. Coaching is a complex practical skillset that needs hands-on experience. Coaching addresses personal skills and development, as well as business and work skills - it is about self-awareness and personal confidence.


The first stage is to appoint coaches within the organisation - carefully selected staff who have been provided with coaching training (coach the coach) and then assign coachees to them so that with carefully determined outcomes, the coaching process can begin.

Management in the future

Much is spoken about managing a diverse workforce, which reflects the changing society. Another related issue is managing an older workforce; designing appropriate and purposeful CPD for older workers; facilitating harmonious working relationships amongst an older workforce; and motivating this sector of workforce.

Coaching - a key management tool

Coaching in the workplace can:

• delivery notable benefits in the work organisation
• help managers gain the most from their teams
• increase employee engagement
• develop high performing workplaces

80% of organisations use coaching as a development tool.

Weekly tip - how to create a learning culture

This is the 4th and last weekly tip on creating a learning culture, which draws together previous points and makes a few new ones:

• Ensure the organisation has goals which support learning 
• encourage staff to manage their own learning; this should be discussed at annual appraisals and other suitable opportunities.
• make sure every person has a personal development plan which is realistic and agreed 
• have pre- and post-discussions regarding learning events 
• be available as a coach and guide where needed to facilitate further development within the organisation - this is discussed in the next 'series' of weekly tips on coaching in the work place
• take a proactive interest in how the team functions as a team 

With these factors in place the organisation is in a stronger position to develop and sustain a positive learning culture. 


Future weekly tips are on how to develop coaching in the work place. 

Learning and development in organisations

Increasing in usage and rapidly moving to the fore-front is coaching and mentoring; besides using 'outside' professional business coaches, this is a positive way in which existing and experienced staff can be utilised, and gain renewed enthusiasm, by coaching other staff. 


The next 'series' of weekly blogs which will examine coaching in more depth.

Weekly tip - how to create a learning culture

The next stage is to align training with business performance, and there are several  points here:

• Line managers must have the authority and budget to undertake staff development

• All training programmes which are delivered need to be related to business plans and needs

• Line managers and training professionals should use the same business measurables; line managers should talk about the business outcomes of learning

• Key performance indicators or other performance indicators for managers need to cover their responsibility for ensuring their staff continue to learn and also develop their skills

• Reward systems reinforce managers’ responsibility for learning and help to 'snowball' a learning culture.

With these ingredients in place, the organisation is set towards creating a learning culture.

Day-to-day management

When managing people in busy and pressurised daily routines, many managers put a lot of energy and frustration into aspects which are not easily changed. Here, a wise word at work may be that often we cannot change situations, but we can change the way we react to them. 

Staff and colleagues at work can be very intuitive and any tension is infectious. Consequently a question which managers could ask themselves is, 'Does it really matter?' 

This is not to infer that quality standards should slip or deadlines should be missed, but sometimes a slightly more 'relaxed' approach may be beneficial.

Weekly tip - how to create a learning cultue

Now your organisation has people talking about learning and sharing experiences, you're ready to move forward to the next stage.


Organisational learning is not a new concept and whilst phrases such as 'continuous  reinvention' (Hammer) and 'only the paranoid survive' (Grove) and 'if it ain't broken, break it!' (Welch) are humorous comments, they actually indicate a thriving and continuous learning organisation.


The next stage is to put strategies in place to develop a learning culture.

People learn in different way - some enjoy reading a book or training guide; others prefer to be debating or discussing a new concept; others thrive on computer delivery, on-line, learning. 

As part of the process to engage staff in learning, it's useful to identify each person's preferred learning styles. Here there are several assessments available; Honey & Mumford is a 'tried and tested' model. Assessment of individuals' learning styles can be conducted either on-line or in hard (paper) exercises. 

Once an organisation has identified HOW people learn best, it's ready for the next stage of creating a learning culture. You're aiming for a inherent feeling of 'that's the way we do things here.'

This weekly blog outlines how to develop a learning culture.

Valuing Development

The benefits of coaching as a cost-effective development method for unlocking individuals' capabilities and driving real behavioural change have been highlighted. Coaching also helps to embed learning and knowledge in people's daily work. This is reflected by the increasing popularity in coaching courses from both organisations and individuals who wish to positively contribute to the development of others at work.

Weekly tip - how to create a learning culture

In these tough economic times, organisations who invest in the development of their people will be the ones which survive.

Adult learning is more about connecting with people who can help put new information into context and suggest new ways of understanding it than it is about new learning. Many adults in the workplace learn more by actual experience than they do by a structured classrom learning.

The first step is to 'engage' the workforce - encourage them to ask each other questions and share stories of successes and failures of what they have learned. This 'engagement' of learning can be extended into meetings whereby questions are asked, "What did you learn from this?"

If you consistently and frequently refer to the value of learning, it serves as the reactor core of an organization in which people learn. With that energy source - your commitment to learning and to creating a learning culture - the people will come to know that this is "the way we do things around here." Already learning will become part of your culture.

Please see the next weekly tip for the next stage of how to create a learning culture.

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In interesting and fairly recent staff development activity is Career Academies UK which is a national not-for-profit organisation that works with young people, aged 16-19, to broaden their career horizons. They receive a mentor, the chance to take part in workshops, visit supporting organisations and gain a 6 week paid internship. It also breaks down the barriers between work and school - it opens up new ideas for the mentees.

The (host) mentors become involved so they can give back to the community and do something different in their daily routine. Also, it's a great staff development opportunity - graduate trainees become involved to demonstrate their future management potential.

When the economy eventually recovers, it's likely that organisations who don't invest in the learning  & development of their staff may loose them to rival competitors. A practical solution is for companies to develop a learning culture across the organisation, with it being monitored internally with certain key players taking an active role in its implementation.

Please see my next weekly tip on how to achieve this.

Coaching in the workplace

Evidence suggests that many employees are unhappy with their lives - this can impact on their performance at work. Coaching at work can positively uncover unhappiness and guide employees to a different and more enthusiastic approach to their jobs.

David 's Blog goes live with its first Blog.

Learning and Development for Managers and Business Professionals - Individuals Groups Teams

07779 103140

01768 342397

david@davidopperman.co.uk