Grant Stanley Consulting

It can be seen from my transition curve that it is important for all of us to understand the impact that change will have on our own personal construct systems; and for us to be able to work through the implications for our self-perception. Any change, no matter how small, has the potential to impact on an individual and may generate conflict between existing values and beliefs and anticipated altered ones. One danger for the individual, team and organisation occurs when an individual persists in operating a set of practices that have been consistently shown to fail (or result in an undesirable consequence) in the past and that do not help extend and elaborate their world-view.  Another danger area is that of denial where people maintain operating as they always have denying that there is any change at all.   Both of these can have detrimental impact on an organisation trying to change the culture and focus of its people . Anxiety The awareness that events l...

10 Reasons Why your Boss shouldn’t be Your Friend Is it ever OK for a manager to be friends with their employees? Believe me, this isn’t just a question brand new manager’s struggle with (and most of them do). It’s an issue a lot of experienced managers are questioned about as well, and many of them don’t think it’s a problem at all. The issue of “buddy to boss” might not be as black and white as you might think. Conventional management and HR 101 wisdom would tell you it’s absolutely not OK. In fact, some companies might even try to outlaw it through “cronyism” policies. However, in the real world of work, emotions and relationships can’t be governed by policy. Workplace relationships are can be extremely tricky, just as personal or family relationships can be. Managers are not robots – they have feelings and emotions. Sometimes you can’t help but like one employee more than another. Sometimes workplace romances blossom between managers and employees (that’s a whol...

Between 2002 and 2008 I was employed by British Telecom as the Central Regional Sales Director.   This afforded me the ability to influence, coach, mentor and deliver results through a staff of over 300; across 2 call centres and Field based consultants.   I wrote this article a few years ago but never published it, but I feel it is relevant now as the increase in the economy generally increases attrition rates. Just to set the scene, my call centres had an attrition rate of almost 37% when I took responsibility in 2006, but following the following principles below, I was able to reduce my annual attrition to below 15% with less than 4% annual absence records.   This may sound high to some but for a Call centre environment this is fantastic! Recruitment – getting it right from the start It is essential when recruiting that the correct competencies and behaviours are defined in order to deliver your business’s requirements.  Once the potential applicant’s...

“Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”                                 George S. Patton Although this is relevant to many walks of life, this is particularly relevant to sales leaders who, as activists and experienced sales professionals in their own right, often tell people what to do because they (like their people) have fast minds and feel that they always need to have the answer. “Sometimes adversity is what you need to face in order to become successful.”                                 Zig Ziglar This quote is highly relevant to a sales or sales leadership role. It is effective because it brings...

A navy pilot completed hundreds of hours of training and then flew dozens of combat missions. He shot down dozens of enemy planes, bombed many targets, and earned a chest full of medals, along with higher ranks. He was quite prooud of his accomplishments. On one mission, a crucial piloting error allowed an enemy missile to disable his jet and he was forced to bail out. His parachute deployed and he landed safely in the ocean. As he floated for two days waiting to be rescued he had plenty of time to think back over his career. When the helicoptor finally picked him up and returned him to his ship, he went directly to the flight equipment room. He asked to speak with all the sailors that worked there. When they were all assembled, he thanked them for packing his parachute. He explained that it took being shot down to make him understand how much he took for granted the labors of others that made his job possible - the mechanics, the flight crew, the cooks, and even the parach...