spotlight september 2011

ALSO IN THIS ISSUE:

New Leaders For A New Age

Making a case for Vital Leadership 6

No Turn UnstonedWhat makes criticism constructive?

Page 26

Accelerated Learning Wake-up and smell the Expresso

Page 3

LEADERSHIP AND CHARISMA

Are you a charismatic leader? If not, does it matter and what can you do about it? Page 10

SEPTEMBER 2011

Spotlight | September 2011

Wake-Up Call for Accelerated Learning

03–05

IN THIS ISSUE

A Funny Thing Happened on the Way to the Forum

06–09Leadership and Charisma

10–13Young People in Work

14–15

Personal Impact

22–25New Leaders for a New Age

16–18Rehearsals at The Base

19The Base

20–21

No Turn Unstoned

26–29Engaging for Success – The sequel

30–32

What makes criticism constructive?

If you would like to read Spotlight whilst on the move use our QR code to open our electronic version.

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WAKE-UP CALL FOR

ACCELERATEDLEARNING

“I don’t even have time to attend a time-management course!” remarked a team-leader recently. Creating space for even the most essential learning and development is proving to be a severe challenge for many people in this pressurised working environment.

And yet, not investing in development is also widely recognised as a foolhardy false economy. Most organisational growth is fuelled by people learning or improving skills and capabilities. So, for those who are time-poor, what can be done? Well, the answer might be in shorter sessions – perhaps even a mere ninety minutes.

Yet, how do you improve individual performance in a meagre ninety minutes? It may be the natural attention span for a concert or football match. But, can it really provide something of value in terms of learning and development? Maynard Leigh have been experts in accelerated learning for decades. As such, we have now addressed the issue for many of our clients by coming up with what we call Expresso sessions.

Why do these work in such a short space of time? First, they take a topic that is manageable within a short time frame. Of course, you can’t make a substantial shift in the whole art of presentation skills. But, you can learn about voice, body-language, or storytelling.

Secondly, they are experiential; rather than being talked at, participants try new ways of thinking and doing. We create a safe, stimulating environment to rehearse new ways of performing. These Expressos are intense learning experiences – fast, fun, focused, and packed with a huge amount of know-how in an incredibly short time.

Finally, we harness expertise from an area that is used to producing results quickly. Our theatre roots provide us with the agility and experience to understand the pressures of rehearsing new lines, characters, and performances in limited time. This experience enables us to adapt those skills into practical business-focused personal development workshops that provide sustainable learning.

Espresso once meant, “coffee made on the spot for someone who orders it.” This unique blend of Maynard Leigh Expresso sessions is also made to order. It is fully flexible – teams, departments, or companies can brew their own flavour of learning topics and choosing the most convenient time for serving them.

Wake up and smell the Expresso!

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“Most organisational growth is fuelled by people learning or

improving skills and capabilities.”

Assertiveness

Making the Most of Your Voice

Emotional Intelligence

Status

Body Language

Managing Your Boss

Improvisation

Time and Goals

Communicating with Conviction

Stage Fright

Inspiration

Victim or Chooser

Well Being

Whiners into Winners

Writing Skills

INDIVIDUAL

Building Productive Relationships

Negotiation

Dynamic Presentations

Social Intelligence

Collaborative Working

Networking

Giving and Receiving Feedback

STAR Service

Creative Solutions

Personal Impact

Interviewing Skills

Story-telling

Working the Room

Working with Other Cultures

INTERPERSONAL

ACE Teams

Inspirational Leadership

Engaging an Audience

Producing Engagement

Conflict Management

Performance Improvement

Fun at Work

Talent Management

Dynamic Meetings

Prima Donnas, Mavericks & Rebels

Coaching for High Performance

LEADERSHIP

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A FUNNY THING HAPPENED ON THE WAY TO THE FORUM

Business is often smart enough to seek inspiration from other areas of endeavour. For many years management has used the military or sport as valuable templates to build on. Now, theatre is clearly seen as a useful metaphor, representing a striving for outstanding performance through creativity, transformation and teamwork.

Yet, it is far more than a mere metaphor. Using the technology of the performing arts can have a direct influence on business performance. This is a growing movement where people are discovering a previously hidden source of expertise. Whilst Maynard Leigh is a pioneer in this area, many others are building on our approach, including some of the more established theatre companies that are anxious to find potential new sources of revenue.

Making Sense of Interactive Theatre

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Here are just some of the ways companies are using theatre-based events to enhance business performance:

The most common area of use is role-play. This has been used as a learning tool for many years, yet now it often involves hiring of professional actors to play one side of the situation. This is highly valuable in developing professional skills, dealing with difficult situations (for instance, doctors delivering bad news) and at assessment centres

Yet, theatre now uses in several other ways. Many development initiatives now include the use of Augustus Boal’s ‘forum theatre’, which creates an interactive exploration of issues by getting audiences to join in the drama and change the course of events. Boal developed the concept of the ‘theatre of the oppressed’ while working with disenfranchised people in Latin America. It has become such a useful approach in business perhaps because so many staff feel similarly oppressed!

Shakespeare’s plays, such as Henry V, are being used to explore leadership themes. Plays, of course, provide brilliant examples of another key theatre-based techniques – that of storytelling. ‘The Engaging for Success’ report recently stressed the importance of ‘leaders in organisations’ providing a compelling strategic narrative to inspire people. Interactive theatre can help managers develop their storytelling skills so that they have their audiences rapt with wonder and on the edge of their seats.

Sometimes, team-building exercises involve groups devising, directing and performing their own plays, which could reflect issues within their company or provide direction to others.

‘The Experience Economy’ by Pine and Gilmore has further enhanced the idea of using interactive theatre techniques in a thoughtful and business-like way, and applied to customer experience.

Whilst Maynard Leigh pioneered the use of theatre techniques in management development, we are often known as purely specialist in using them to develop specific capabilities such as presentation or team working skills. It is true that over the years we have mainly focused on putting the participant or client centre-stage and using various acting techniques to improve work performance. These might cover areas such as voice projection, improvising, understanding character, or creativity, insight into leading, learning to coach, and emotional intelligence.

We do, however, also provide the full range of theatre-based techniques such as role play, forum theatre, events, short plays and simulations etc. Indeed some of the most effective solutions we provide for clients have come from innovative drama-based experiences that don’t fit any of the conventional techniques.

So, when faced with a development need, how do talent professionals know which of the many theatre-based approaches to use? It can be a confusing minefield. Given our experience, we are probably the best people to talk to help you find the right solution. As a start, here is a guide to what might be most suitable.

Interactive Theatre at the London Business Forum

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You want people to develop their interpersonal skills – perhaps delivering bad news or handling sensitive conversations.

You have issues in the company that need exploring by the whole workforce, for e.g., health and safety, diversity, or customer service.

ISSUE

By working with professional role-players, your people have the chance to rehearse difficult conversations as well as get feedback and coaching, to develop their capabilities.

A short play exploring the issues and highlighting the problems and possible solutions is a great way of provoking conversation and insight.

People are prepared and rehearsed to tackle tricky conversations, emotionally charged situations, and difficult encounters.

The workforce is more educated about the issues, understands the challenges, and is convinced of the value of new ways of behaving.

Your people need to practise dealing with difficult situations or conversations.

Forum Theatre uses professional actors to demonstrate real situations that are relevant to the topic and then invite the audience to direct the actors in new approaches. By interacting with the drama, people see the different options available.

People are more courageous, skilled and equipped to deal with tricky situations or difficult conversations in the workplace.

You want to develop your team – get them to focus on the future and work together more creatively and more collaboratively.

The Producers is a workshop where the team get to ‘put on the show’ or ‘make the movie’. They work together to devise either a short film or play which has to be shown or performed to others. The content is in 3 Acts: 1) the story so far; 2) the nightmare scenario; 3) the happy ending.

The team emerges stronger with a clearer perspective on where they’re going and how, by working together, they can achieve their strategy.

You want to research issues in the organisation and find a creative way of raising them so that the whole company can get involved.

By interviewing people and finding out their points of view and opinions, you create a piece of verbatim theatre that is then performed in order to play back the themes and provoke conversation.

People have an experience of being listened to and their opinions communicated to a wider audience. Strategies can then be devised to improve the situation.

You want your people to be more creative, more able to handle change, more spontaneous, and collaborative.

Learning and practising improvisation skills allows people to develop their natural creative spontaneity

People are more able to respond quickly and imaginatively to changing circumstances.

You want people to develop business skills as well the skills to handle complex people issues in a business simulation.

In a theatre-based business simulation experience, participants practise dealing with real business issues by interacting with professional actors playing key roles.

Your people develop the skills to handle realistic and complex business situations so that they are more able to face the reality of the workplace.

You are holding a conference and want to highlight some company issues in a dramatic way.

By using professional actors to perform sketches around the relevant issues you can provoke important conversations in an entertaining way.

People develop knowledge of issues in the company and are able to deal with these issues in a practical way.

You want to boost your people’s team working skills with a competitive experience.

Teams battle it out to fulfil a challenge like the popular TV show, The Apprentice. Then, they experience ‘The Board Room’ where one team triumphs.

The challenging yet light-hearted style tests the team’s effectiveness and, in the end, team-working skills are the winner.

You want an enjoyable and playful way of testing people’s problem-solving skills.

Teams must try and figure out “whodunnit” in a murder event like no other. Interrogations, blackmail, and CSI techniques are all employed.

Through a playful approach, participants develop their thinking and collaborative skills.

You’re looking for a team challenge that depends on people working together to solve problems.

City Quest is a huge treasure hunt around the city. Clues are set and given by actors in character, who the teams find around the streets of London.

By having to overcome obstacles and challenges, teams develop their creative thinking and deepen their relationships.

You want a unique theatre-based experience to make an impact on your audience.

We will create bespoke, innovative theatre-based solutions to meet your specific needs.

People will be inspired and buzzing with conversations about the unusual event.

TECHNIQUE OUTCOME

The Interactive Theatre Service

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LEADERSHIP ANDCHARISMA

Because of the popular view that leaders must be charismatic, many executives, particularly those running big corporations, now reach for personal coaching and mentoring to help bolster their flagging charisma.

If you can inspire others and convey a strong vision of the future, you may have what it takes to be a chief executive. For you, “CEO” perhaps stands for Charismatic, Energetic and Outgoing. Leaders like this include Richard Branson, Philip Green who runs the enormously profitable Arcadia Group, and Steve Jobs of Apple.

The charisma of Larry Ellison who founded Oracle Corporation in 1977 and was still there over 30 years later, is equally well established. Widely known beyond his own industry, his compelling charisma was once summed up by one of his executives as follows, “The difference between God and Larry Ellison is that God does not believe that he is Larry.”

Charismatic leaders may make a big impression but equally can be entirely ego-driven, narcissistic and achieve results mainly at the expense of others. Robert Maxwell was a

notorious example of misplaced leadership charisma. A bully with flashes of charm, he tried to dominate all those he encountered, caring little about the price others paid for his high profile.

There is also ample evidence from research that it is possible to be a successful leader without possessing a large dose of charisma. Despite this, the general expectation remains that leaders should manifest exceptional charisma. For example, when choosing new chief executives, selection boards generally gravitate towards those candidates with a forceful charisma, rather than those with a record of actual achievement.

However, anyone who thinks it is worth paying extra for a CEO with charisma should think again. The better a company’s performance, the more its stakeholders erroneously conclude that its boss has charisma. Consequently, a 2006 study warned that boards of directors “need to be cautious when considering the potential benefits of charismatic leaders.” This same report concluded that CEO charisma bears “little or no relationship to a company’s future performance.”

Are you a charismatic leader? If not, does it matter and what can you do about it?

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Jim Collins’ seminal study ‘Good to Great’ made a convincing case against seeking charismatic leaders. He similarly found that those leading the most successful companies were models of duality, and were modest, wilful, humble and fearless. They never wanted to become larger-than-life heroes, nor did they aspire to be on a pedestal. “They were seemingly ordinary people quietly producing extraordinary results. They were more like Socrates and Lincoln than Patton or Caesar.”

Speaking from personal experience, the late Dame Anita Riddick, founder of The Body Shop likewise asserted, “You don’t necessarily have to be charismatic. You just have to believe in what you are doing so strongly that it becomes a reality.”

Charisma Persistence In most western countries, you cannot expect to succeed in politics without a fair slice of charisma to show you inspire devotion and are an agent of change. Richard Nixon famously lost the charisma battle with Kennedy not only because of how he looked. He was also humourless, told no jokes, had no amusing stories, said or did nothing that conveyed affection of any kind. His charisma was almost non-existent. The later two Bush presidents were similarly charisma-challenged and had limited mass appeal. Both won the top job despite their minimal charisma, rather than because of it.

So, given the persistent link between charisma and leadership, what does it mean to be a charismatic leader? US leadership guru Warren Bennis concluded, “Charisma is the result of effective leadership and not the other way around.” The implication is that to be an effective leader first do the job well, and let your charisma take care of itself.

Multiple studies show charismatic leaders possessing a certain presence of mind, a quality of the eyes, physical beauty, confidence, endurance, unusual mental attainment and the power to evoke an emotional response from an audience. The full list goes on seemingly forever. Even if you could somehow acquire all of the qualities identified, you would still not necessarily be seen as a leader, let alone a charismatic one.

According to Howard Friedman, a psychology professor at the University of California who claims to be able to measure charisma states, it comes down to non-verbal cues such as facial expression, gestures, and body movements. For example, charismatic leaders smile naturally, with wrinkling around the eyes and touch people during conversations.

Based on what we know about both charisma and leadership, to be a charismatic leader you need to:

• Show passion, energy and confidence to gain people’s attention

• Bring vision and goals alive • Use your personality and ideas to build

relationships • Employ outstanding persuasion and

negotiating skills• Take responsibility

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Doing Without Charisma“I’m not into the personality stuff” claimed Bart Becht the man behind house hold products such as Mr Sheen, Clearasil and Cilit Bang. He further said, “A high profile normally goes with taking the credit and that would send the wrong messages…this isn’t a one man show.”

Becht, a notorious workaholic, and rarely interviewed while he was the head of global company Reckitt Benckiser Group. He finally stepped down as Chief Executive Officer in 2011. He had spent more than a decade at the helm of the household-cleanser company he had formed. Yet, he hardly rated on the charisma scale in terms of public profile.

Business leaders like Becht, Marjorie Scardino Head of Pearson Group, and Richard Cousins, chief executive officer of the world’s largest foodservice company the Compass Group, fly beneath the celebrity radar, yet consistently produced excellent commercial results.

Perhaps, then, it is time to stop bothering about charisma altogether? On balance most successful leaders do manage to wind up their charisma to make a memorable impression.

Leaders without charisma:

• Rely on deeds not words• Make things happen• Do not worry about personal looks• Are more concerned with doing the right thing• Persist in the face of adversity• Take tough decisions

This article is adapted from a new edition of Andrew Leigh’s book Charisma, to be published in autumn 2011. The first edition has been translated into over 12 languages.

“You don’t necessarily have to be

charismatic. You just have to believe in what you are doing

so strongly that it becomes

a reality.“

At a time of record youth unemployment, there is an imperative on all organisations to see what they can do to change the situation. It is in nobody’s interest to have a mass of young people who are not able to sustain themselves or, indeed, have never had the experience of work.

As a contribution in this area, Maynard Leigh has pursued a number of initiatives – one of which was to offer a very affordable Professional Impact workshop which was open to 18-23 year-olds who are facing the daunting prospect of being interviewed for jobs, internships, voluntary positions, or work of any kind.

Nine of them came to Maynard Leigh’s premises to take part in the workshop and here are three of the participants describing their experiences.

Our first Professional Impact programme for Young People

YOUNG PEOPLEIN WORK

Professional Impact programme for Young People

This workshop on how to be more efficient in whatever we do professionally is and will always be one of the most useful ones in my life.

When I went to the workshop I was a bit nervous because I didn’t know how it was going to be, I had already seen the other guys but we all were acting timidly with each other.

When the workshop started I was very impressed with the tutors because of the way they presented themselves, confident but at the same time close to us and ready for a laugh, not like other typical workshops in which you feel tied up. They seemed to be such fun guys, immediately I felt relaxed and confident.

So far everything was fine but the most important on that day was what we learnt. I was amazed by the way the tutors described ways of communicating more effectively, especially with the ABC rule, which states that to make an impact you need Aim, Be yourself and Chemistry. Also through the workshop we were doing some activities that helped us to understand how we were being seen by others.

Lastly, we also talked in front of everyone to improve our confidence and were given tips on what to do to make it better, techniques that help a lot in job interviews.

Celestino Obama Obiang

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When enrolling for the Professional Impact day course I had no idea what to expect; how big will the group be, how old will everyone be, how formal will it be? My day course involved nine girls and boys aged 18-23. The environment was very relaxed and comfortable, which really encouraged everyone to come out of their shells.

Initially, we stood up individually and presented a brief two minute summary of ourselves while being filmed. We then heard feedback from the other group members and watched our videos back. Having never seen how I present myself before, this exercise was invaluable. Following on from this we did some exercises on how we would enter an interviewing room and make a good first impression, which then became a lasting impression.

Any young people who are job hunting and going to endless interviews should definitely do this course. Every aspect of what makes you nervous before going for an interview is tackled through various enjoyable activities. I felt so confident leaving the course and I’m positive my next interview will be a hundred times better than my last one.

Laura Stratton

“The content was both highly enjoyable

and engaging, with the course coaches

providing truly insightful and practical advice.“

The course had a relaxed but professional atmosphere with an overall feeling of being well structured and productive. The content was both highly enjoyable and engaging, with the course coaches providing truly insightful and practical advice.

So rare is it to receive feedback on a personal one to one level, and this I feel is one of the strongest points of the day. The activities undertaken truly did take me out of my comfort zone and pushed me to achieve things I didn’t think were possible; by the end of the day I was actually beginning to enjoy presenting!

I would fully recommend this course to anyone hoping to improve their presentation skills or simply boast their confidence!

Lawrence Haddon Heath

VITAL LEADERSHIPThe world is full of leaders. They are everywhere, yet we are manifestly short of leadership. In our contemporary organisations, it is fair to talk of a crisis of leadership, with mounting evidence that far too many people at work feel alienated, disengaged and spiritually unrewarded by their work environment. We clearly need something different. So, what will this new style of leadership look like?

Well, it will be vital – both in the sense of essential and spirited. Yet, to fully understand it, we need to get a picture of the context in which such leadership operates. What might a successful 21st Century organisation look like? This is less about predicting the future and more about extrapolating from many diverse factors.

Almost before our eyes, organisational capabilities and the context in which they operate keep changing. Notions about what a successful 21st Century company might look like seem to be constantly emerging. Everywhere, leaders must respond to key trends, often profound ones, any one of which could have major implications for how best to be a leader.

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For instance, we can expect the boundaries between work and personal activities to become increasingly blurred over the next decade, the norm being 24/7 mobile and internet connectivity. This alone has huge implications for leaders if they are to get the best from people. They will need to grasp the changing nature of work and working. Future successful organisations will certainly need to adopt more flexible working, reduce hierarchies and move to more virtual work communities, often operating out of different countries.

Such trends pose new conflicts and questions about where power lies within the organisation, such as how to harness technology to involve and engage people. While these issues were slowly surfacing towards the end of the 20th Century, they are now increasingly making themselves felt in many quarters and leaders need to address them.

Twenty-first Century organisations are perhaps more akin to flocks of geese than machines, in which the lead bird constantly changes, and is replaced by another and another. In the future, a vital leader may be someone who comes from anywhere in the organisation, emerging, perhaps only temporarily, in response to the ever-altering landscape.

The once dominant myth of the sole heroic leader continues to erode in the face of evidence that such leadership is hard to replicate, unrealistic, and not what is needed in the chaotic environment in which most organisations must now operate.

Vital leaders are consequently different compared to their earlier counterparts. For example, they can no longer command and give direction by relying on highly centralised hierarchical bureaucracies. Instead, they must rely on teams, forming ever changing alliances, networking, and working through collaboration. Rather than relying on authority to get things done, they will depend on their ability to stay connected.

Like a talented stage director, the vital leader will be conjuring up the equivalent of a three act play, without a script and relying entirely on the abilities of an often sceptical and sometimes changing cast of actors.

Important though vital leaders will be, they are unlikely to be restricted to a small elite confined to the top of the organisation. Because they can appear from anywhere, they may profoundly affect what goes on and why.

For example, increasingly we can expect to see talent driven organisations in which vital leadership surfaces to help assist with creativity, handling transitions, turbulence, and the need for both individuals and the enterprise to adapt constantly. Later, they may return to their previous non-leadership roles.

“I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don’t think that’s quite it; it’s more like jazz. There is more improvisation.” WARREN BENNIS

Vital means VitalSuch new-style leaders are not only vital to their organisation’s success, they are also vital in the sense that they inspire and help transforms situations, people, opportunities, and organisations. However, they are not “saviours”, and it is asking entirely too much of them to single-handedly transform or rescue organisations from the necessity to exercise judgement and authority at all levels in the organisation.

Therefore a leader emerges, not because of their title, track-record, or reputation, but simply because they add value in a given situation. Many leaders don’t. And the current climate will not tolerate complacent, narcissistic, and exclusive leaders who free-load in the executive facilities of the ‘C’ suite. It demands talent. Vital capabilities that add value.

Such leadership relies on a blend of personal behaviour, attitude and actions. In our new book ‘The Vital Leader’ to be published at the end of the year, we identify two Foundations on which Leadership rests and five Core Capabilities. They all begin with the letter I – which also reflects the personal and individual nature of leadership.

Despite all the uncertainty, one thing is clear. Leaders will only succeed if they are able to master the so-called softer skills. They will need emotional and social intelligence that will enable them to build productive relationships. That is why the people they lead will be colleagues and supporters, not subordinates and followers.

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REHEARSALS AT THE BASEGiven our roots in theatre, it’s no surprise that we occasionally rent our space out to theatre companies to rehearse their productions.

Recently, Hydrocracker and Theatre 503 rehearsed their play ‘The Consultant’ by Neil Fleming. The cast of Pip Donaghy, James Wilby, Sian Webber, Helen Millar (currently appearing in Pygmalion in West End) were directed by Geoff Church who says “It was a fantastic first week. Everybody at Maynard Leigh was welcoming, helpful and, as a piece set in the corporate world it gave the cast a window into that world. The show was a great success; Maynard Leigh was also instrumental in getting the show off the ground by giving an earlier version of the play an airing as part of an Inspiration evening a few years back.”

The critics responded very positively to the production. For instance Jeremy Kingston in The Times said “Hydrocracker turns the business world into intriguing and gripping theatre.” And The Guardian’s Michael Billington said “This lively new play by Neil Fleming is a sharply funny satire on business waffle.”

Another example is The Wrong Crowd, a company that fuses puppetry, text, and music to delight, provoke, and inspire audiences and remind them of the wonder of live performance. They rehearsed their production, The Girl with the Iron Claws at The Base in preparation for the Edinburgh Festival.

Director Hannah Mulder says, “This has been a brilliant place to rehearse. It has just the right balance between focused professionalism and relaxed creativity. Everyone was very warm and interested in what we were up to. We felt supported, both on a practical level but also with people’s engagement with us and our project. It feels like a place in which work is ready to happen but with fun and laughter too, which is surely the best way.”

Arts organisations are under huge financial pressure at the moment, so we are delighted to support them by offering our space at reduced prices when it is available. We also enjoy having people working creatively in the arts alongside our own team who are operating creatively in the office. It’s a heady atmosphere and one that we relish.

“We felt supported, both on a practical level but also with people’s engagement with us and our project.”

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To find out more or book a room please call 020 7033 2370 or [email protected]

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PERSONAL IMPACT

WHO HAS

“The minute you walked in the joint…” the song goes in the musical, Sweet Charity. It continues with some instant and flattering comments on the spending capacity of the entrant. Countless research shows that we do of course make such judgements about people, but probably in a matter of seconds, rather than minutes. This is why image consultants spend a lot of time massaging their clients with advice on appearance and grooming.

When our participants are asked what constitutes impact, they state elements such as “clothes, stature, smile, grooming, etc.” We would agree that these are valid components of personal impact and all play their part. However, the obvious and important emphasis on first impressions has perhaps obscured the more important issue, and that is of lasting impressions.

We’ve probably all had the experience of coming away from a meeting or interview with someone and feeling somewhat uplifted and

enlivened. We often attribute the success of the encounter to the other person – “They made an impact on us, a favourable impression.” We may even go further and say the person has something special, “Is it charisma?” we wonder.

We believe it is more than just one quality. It is about relationship. What the person has is the ability to engage us in a relationship where something special can occur. That is why we put it as much down to chemistry as to charisma.

More in our series of skills tips

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Know What You WantBe clear what the purpose of any encounter is. Make sure you have a clear idea of what you would like to have achieved by the end of the session. And think about what’s in it for the other person as well. See if you can satisfy both needs.

PreparationThe three most important things to do if you want to present yourself well are Rehearse, Rehearse and Rehearse. Make sure you’ve thought about it in advance, structured your material, work out what you want to say, practise it out loud, taking care to produce any back-up literature to take with you, and most importantly, prepared yourself, so that you are relaxed, focused, energetic, sensitive, and self-expressive.

Dress Appropriately Don’t let your appearance get in the way of building a constructive relationship with others. a) Dress with care, so that you demonstrate you value yourself, b) with flair, so that you fully express yourself, c) yet be aware of what is appropriate to the situation.

Beware the people who tell you, “There’s a trick to it!” If the answers were that simple, everyone would be doing it. The reality is there is a complex mix that allows a person to make the impact they want. Here are some ideas and tips; but there are no rules, because every human being is different.

TIPS NOT TRICKS”We would agree

that these are valid components of

personal impact and all play their part.”

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Personal FeedbackGet some feedback from friends and colleagues on how you come across. You are always the arbiter as to what is useful and what isn’t. But if there is unanimity of opinion that you would be more effective if you changed something about your appearance, manner or delivery, it might be worth paying attention.

RelationshipMaking an impact is all about building relationships with others. First impressions are important, but lasting impressions are vital. These come from both parties feeling they’ve really met. This demands an ability to get on with a wide range of people. So don’t bother judging or condemning others – be curious about them instead.

Build RapportMake sure your attention is on other people, rather than on yourself. Don’t bash them over the head like a hammer. Instead, be a ‘magnet’ and attract their attention. How?Gain attention – by being attentiveBecome interesting – by being interestedBe understood – by seeking to understandMake an impact – by being ready to respond

ChemistryCreate the right mix of ingredients with others so that something special can happen. Respond creatively to their ideas and suggestions. See if you can leave the meeting having produced something new between you.

Speak With PassionDon’t waste your and other people’s time by talking about stuff you don’t care about. If you’re not interested, why should anyone else be? Speak with conviction.

Be YourselfMost important of all – don’t try and be anyone else. Express your own distinctive mix of qualities, which is authentically you.

To find out more please call 020 7033 2376 or [email protected]

What makes criticism constructive?

It was George Bernard Shaw who humorously remarked, “a drama critic is a man who leaves no turn unstoned.” A cruel and significant indication of the widely-held view of the negative intent of critics. Yet, it was Winston Churchill who wisely faced up to reality when he said “criticism may not be agreeable, but it is necessary. It fulfils the same function as pain in the human body. It calls attention to an unhealthy state of things.”

All organisations need their critics. Without them they may become complacent, turning a blind eye to the taken-for-granted views and practices that make up their everyday lives. Hence the resulting problems in, for instance, the investment banks with sub- prime mortgages, the Catholic Church with child abuse, and the tabloid press with phone-hacking.

With the Edinburgh Festival taking place as we go to print, it seems an appropriate time to explore the impact that criticism has both in the arts and in the business world.

Here Spotlight interviews one of the country’s most brilliant young critics, Sam Friedman. Sam edits the Edinburgh-based magazine Fest which has become an essential companion to visitors faced with the task of selecting what to see at the festival from the thousands of shows on offer.

“As a writer, for instance, there is

a temptation to sensationalise your

reviews for the sake of exciting copy.

This can often mean exaggerating how good or how bad

a show is.”

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Sam Friedman – Fest Editor

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Q: How long have you edited the publication and how many shows do you review at the Fringe each year?

A: I’ve edited and published Fest for 8 years and we review roughly 600 shows.

Q: What advice do you give to your team of critics.

A: Before the Festival starts I usually sit

down with my team and talk about the ethics of reviewing and good practice. As a critic it is easy to forget that your review is a direct comment on an artist’s, or artistic group’s, creative talent and this brings with it certain responsibilities. As a writer, for instance, there is a temptation to sensationalise your reviews for the sake of exciting copy. This can often mean exaggerating how good or how bad a show is. But this isn’t fair. The point of a review is not just to inform and entertain your reader, it is also about providing constructive criticism for the artist.

Q: What makes criticism constructive then?

A: It means that when you evaluate someone’s work you need to be precise in explaining why a certain element has either succeeded or failed. The best reviews are thus the ones that are both authoritative but also useful for the readers and the artist in assessing the quality of the piece of work.

Q: What’s the best and worst things about being a critic?

A: The best and worst things are two

sides of the same coin. In one sense, the Fringe critic has the power to propel an unknown artist into the limelight. A good review in the melee of the Festival ensures not only more ticket sales but it can also attract scouts, agents and promoters, all looking to discover the ‘next big thing’. However, inevitably, the Fringe critic also has the ability to ruin someone’s Festival, and this is a necessary but hugely unpleasant part of the job. By giving someone a bad review you are condemning what is usually the culmination of a year’s worth of work. Not nice.

Q: What’s an example of something

going well? A: I’m very proud that over the years

Fest has been responsible for discovering some amazing hidden gems. For example, in 2005 I went to see a one-man play called Peacefire in a dingy little makeshift theatre. The play was an incredibly moving portrayal of a disaffected teenager living among the troubles in Northern Ireland. Although the day I went there was just 3 people in the audience, my five star review helped to give the play the attention it deserved. It went on to sell-out for its whole run, garner universal critical acclaim, win a host of awards, and two years later was made into a feature film.

Despite Sam’s very committed and caring approach to criticism, there’s no doubt that it’s often the clever quip that is most memorable. For instance, there is Dorothy Parker’s famous review of Katherine Hepburn “she runs the gamut of emotions from A to B,” or the review of Christopher Isherwoods ‘I am a Camera’ that was summed up by one critic as “Me No Leica.”

In all organisations, there is the tendency for witty put-downs and undermining comments. Such is the banter of everyday working life. Nevertheless it can be boring at times get in the way of honest conversation, and ultimately be destructive.

The film actress and producer, Rosanna Arquette, reflects on the nature of the critics themselves. “Most of these critics are usually frustrated artists, and they criticise other people’s art because they can’t do it themselves. It’s a really disgusting job. They must feel horrible inside.” And perhaps that applies to the bullying office critic as well. They may get some quick laughs for their relentless jibes but the effect can be very negative, not only for the target of their put-downs, but for themselves as well.

Actress and producer, Rosanna Arquette

“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly; who errs and comes short again and again; because there is not effort without error and shortcomings; but who does actually strive to do the deed; who knows the great enthusiasm, the great devotion, who spends himself in a worthy cause, who at the best knows in the end the triumph of high achievement and who at the worst, if he fails, at least he fails while daring greatly. So that his place shall never be with those cold and timid souls who know neither victory nor defeat.”THEODORE ROOSEVELT

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ENGAGING FOR SUCCESSTHE SEQUEL!

MICHAEL MAYNARD’S NOTES FROM THE GURU GROUP

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Following the important report, ‘Engaging for Success,’ by David MacLeod and Nita Clarke (published in 2009), the government is backing further initiatives in the area of employee engagement. As such, they have commissioned further work by MacLeod and Clarke and set up a task force of companies that are committed to the ideals stated in the report.

The task force, consisting of many companies including Boots, PwC, GKN, BT, Marks and Spencer, Sainsbury’s, and Virgin, is exploring ways of promoting engagement in organisations.

At its launch, Prime Minister David Cameron said, “This taskforce has my full support because I know that it will work to bring together two of my government’s top priorities – delivering sustainable growth across the UK, and coming up with new approaches to help people improve their wellbeing.

“I think the public and private sectors can learn a lot from each other. This initiative fits well with our agenda of devolved power and authority and shows how effective companies can be when they feel empowered. I am delighted that the Employment Engagement Taskforce has come together to develop practical ways to help all employers learn from the best, to break down barriers to engagement and to raise the profile of this whole agenda.”

To further support the initiative, the task force has gathered a group of practitioners who are working in the area of Employee Engagement as advisers. This body is referred to as the Guru Group. Of course, it raises a creative challenge – what do you call a group of gurus? Various suggestions have been voiced – an Ego of Gurus, a Contradiction, a Pride, an Underwhelm.

Maynard Leigh has been asked to be part of the Guru Group and Michael Maynard attended its first meeting in May, together with about forty other experts in the field. MacLeod and Clarke pointed out that this was now an independent project that has greater freedom to make some radical suggestions.

Nita Clarke and David MacLeod

Vice Chair Nita Clarke said, “People are at the heart of success for companies and organisations, so whether or not the workforce is positively encouraged to perform at its best should be a key consideration for every leader and manager, and should be placed at the heart of business strategy. Where this happens the results are transformational. Spreading this message widely will be the key task of this new employer-led task force.”

They posed two questions:

1) What has changed since “Engaging for Success” was published?

2) What are the priority areas for the task force to tackle?

On the first point, the room was full of opinions about what had changed in the last eighteen months. For instance, there has been a proliferation of events, research, seminars, and writings on the topic. There has been the strong emergence of social tools and new media. There is dissonance caused by pressure on living standards. There is a plethora of employee engagement surveys. Moreover, perhaps, there is more attention being placed on the topic by the senior leadership in organisations.

The second question was probably even more challenging. The gurus worked feverishly in teams to suggest the priorities on which to focus. The conclusions were wide ranging but some of the ideas included the following:

• The danger of short-termism rather than looking to build sustainable engagement

• The fact that many companies conduct engagement surveys yet don’t take any action to improve matters

• The need for a new style of more empowering leadership in companies

• Line managers make so much of the difference and yet organisations are often targeting their development expenses on the top tier and are not investing in middle management

• The taskforce needs to share and campaign for best-practice in the area.

The debate continues. Meanwhile, as David MacLeod said, “If employee engagement and the principles that lie behind it were more widely understood and shared we could see a step change in productivity and performance across the UK, and a rise in levels of employee wellbeing and motivation. Engaged employees will be key to growth in the private sector and ‘better for less’ in the public sector.”

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“This taskforce has my full support because I know that it will work to bring together two of my government’s top priorities – delivering sustainable growth across the UK, and coming up with new approaches to help people improve their wellbeing.”

If you would like to know more about Maynard Leigh or to find out more about any of our workshops please call 020 7033 2376 or [email protected]

‘UNLOCKING THE POTENTIAL’

PUBLIC WORKSHOPSINFORMATION

Detailed information about our learning and

development workshops

Including a ‘What’s on’calendar event

• What’s on• When it’s on, and

• Why you might consider attending

SEPTEMBER 2011

For our 2012 calendar, visit our website, www.maynardleigh.co.uk or use our Quick Response link.

DATES EVENTS

01–02 December Presenting with Presence

12 December Personal Impact

December

14–15 November Presenting with Presence

18 November Personal Impact

22 November Boardroom Presence

25 November Presentation Experience

November

05–06 September Interacting

12–13 September Presenting with Presence

19 September Personal Impact

26 September Writing for Results

September

13–14 October Presenting with Presence

21 October Personal Impact

October

27–28 October Inspirational Leadership

EVENTS CALENDAR

WHAT’S ON WHAT’S ON WHAT’S ON WHAT’S ON WHAT’S ON

At Maynard Leigh Associates, we are always looking for ways to bring you the development opportunities you need whilst understanding the time and cost constraints you face.

We recognise the importance of Continuing Professional Development points and have therefore accredited our most popular public workshops, knowing this would support your personal development plans.

We also understand that throughout your career you will have different needs at different times, and at different levels. So, we have introduced some new programmes to support you at each step of the way:

FOUNDATION PROGRAMMES

These are for people who are developing a new skill or area of responsibility.

INTERMEDIATE PROGRAMMES

These workshops are relevant to all levels of people in an organisation.

ADVANCE PROGRAMMES

These workshops are for those who are experienced, yet want to strive for the next level of mastery. Within these programmes, we are launching a few new workshops.

Presentation Experience

These workshops are for those who are new to presenting and need the basic tool kit and rules of powerful presentations.

Boardroom Presence

These workshops are designed for those attending senior meetings where presence and impact can be the difference required to get the go ahead on projects, get that promotion, or make an impact at the highest level.

Inspirational Leadership

A masterclass in creative leadership and management, which will explore your limits in a safe yet challenging environment.

All of our public workshops take place at our specialist venue, The Base, in Central London and come with a welcoming breakfast, nutritious lunch, and endless tea, coffee and snacks.

If you would like to discuss our workshops, or book a place please call on 020 7033 2370 or email [email protected]

PUBLIC WORKSHOPS

LEARNING &DEVELOPMENTWORKSHOPS

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Learning & Development Workshops | September 2011

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THE PRESENTATION EXPERIENCE

Good presentations can engage, motivate, and inspire an audience. And yet, so often, presentations are seen as dull, pedestrian and a waste of time. They certainly needn’t be that way – as this workshop demonstrates.

By using challenging and enjoyable methods, adapted for business from the theatre, we enable people to communicate with confidence, and speak with passion and conviction.

Target AudienceThis workshop is a foundation course for inexperienced presenters, or people with little or no previous presentation development.

Learn to:• Use the memorable components

of presentations• Prepare, both structurally and physically• Employ non-verbal communication to

underscore the message• Give the audience an experience• Use visual aids• Clarify and deliver the message

Feel:• Better equipped to handle presenting

situations• More alert to what is happening

in the audience• Ready to convey both confidence

and conviction• More sensitive to the audience and

their needs

Be more able to:• Build a relationship with the audience• Convey quality in a personal message• Give effective briefings• Create chemistry and rapport• Make an impactful presentation

One day courseCost: £385 + VAT



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Feel:• Better equipped to handle group situations• More alert to what happens in small groups• Ready to convey both confidence and

conviction• More sensitive to others and their

communication needs

Be more able to:• Convey quality in your personal message• Give effective briefings• Chair and participate in meetings• Deal with business and social occasions• Create personal chemistry and rapport

One day courseCost: £385 + VAT 6 CPD pointsIncludes a copy of our best selling book, The Charisma Effect.

Discover your power to make a lasting impression by getting your message across and creating the right personal chemistry with your audience – whether one person or a small group. Gain the confidence to tackle selling products or services to individuals, chairing and participating in meetings, interviews, appraisals, and briefings, and handling social and business functions.

Target AudienceIdeal for anyone needing to develop his/her impact and effectiveness in informal presentations to small groups or in one-to-one situations.

Learn to:• Use and be more aware of body language• Understand how best to use your own

communication style• Clarify and deliver your message• End encounters positively• Assess the effects of your appearance

PERSONAL IMPACT



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WRITING FOR RESULTS

Written communication, like all communication, is personal. People have their own styles, habits, approaches, and responses. More than any other medium of communication, the written word is widely open to misinterpretation. Positive intentions sometimes produce negative impact.

This inventive and highly interactive one-day course unveils the secrets behind better business writing. Designed to take the agony out of the process, the course outlines some simple but powerful methods and principles for producing more persuasive and more effective documents and emails.

Target AudienceIf you write documents or emails that need to deliver a clear message or if you have experienced the horror of miscommunication, this workshop is for you.

Learn to:• Persuade through the written word• Consider the effect of your writing on

the reader• Use building blocks for effective writing• Structure an argument

Feel:• Confident in your writing• More assured in starting and structuring

documents• Positive in your ability to write effectively• Creative in your approach

Be more able to:• Create a clear and unambiguous purpose• Apply your natural creativity• Convey your desired tone• Write emails that have the desired impact




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FINDING YOUR VOICE

The voice is one of our most powerful communication tools, and yet often people find that their voice lets them down just when they need it most, and they don’t know what to do about it.

This course is about getting practical, tailored help in developing and improving your voice. Whether you want to have more vocal impact, speak with more gravitas or variety, or be more clearly understood when speaking English as a second language, this day-long session can help you to take charge of your voice.

Target AudienceIdeal for anyone wanting to improve the effectiveness of their voice, whether for presentations and meetings, or in informal situations.

Learn to:• Gain control of your voice and make greater

vocal impact• Develop your voice, improve its tone, and

give it more life, variety, and gravitas• Improve the clarity of your speech• Be more easily understood when speaking

English as a second language

Feel:• More assured and able to convey confidence

in speech• Clear about what you need to work on, and

how to go about it• Better equipped to handle difficult speaking

situations• More sensitive to others and their

communication needs

Be more able to:• Further develop and strengthen your voice• Extend your range of expression• Use your voice more effectively in a variety

of situations




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INTERM

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ES

Today’s successful leaders are people-focused and know how to unlock the potential of others. Because they understand people and their motivations, they no longer rely on the traditional command and control style to get things done. Thus, every manager, leader or supervisor has to be a master of coaching skills, as do technical experts and internal or external consultants.

Businesses grow by developing the people within them. Coaching is a vital component of leadership, and is one of the strongest tools at the manager’s disposal to achieve such growth and development. We see coaching as two people working together in a dynamic and creative relationship to develop the best performance. Supporting people in their performance requires far more than direction or instruction, and great coaches are willing to invest time in the development of people and their abilities. They use insight – looking at what it will take and what they can do to bring each person towards their potential.

This event provides the tools, expertise, and creative stimulus to make your coaching and people management productive. It is highly experiential, using a wide range of methods – and lots of practice and feedback – so that you can build a clear sense of your own personal leadership style.

Target AudienceThis two-day workshop is targeted at managers and team leaders who need to get the best from their people. No experience is necessary, just the desire to maximise results.

Learn to:• Recognise and develop potential in others• Expand your repertoire of leadership techniques• Build more open and responsive coaching

relationships• Ask questions to encourage productive

dialogue• Use feedback to improve performance• Apply coaching models in meaningful ways

Feel:• Greater confidence in using a wide range

of leadership styles• Ready to practise coaching in the workplace• Assured in balancing structure and flexibility

in your coaching• Equipped to coach on a wide range of issues• More capable of handling difficult situations

with clarity and focus

Be more able to:• Vary your style to suit the situation• Use coaching as an everyday management tool• Plan your coaching interventions• Offer challenging feedback constructively

Two day courseCost: £850 + VAT 12 CPD pointsIncludes: our best selling book, Leading Your Team.

COACHING AND LEADING FOR HIGH PERFORMANCE



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Feel:• Challenged to make your communications

more effective• Comfortable exploring new communication

methods• Clearer on what works well for you as

a communicator• More assertive about obtaining what you

want from your communications

Be more able to:• Gain and hold attention• Deal with difficult conversations• Use natural spontaneity• Recognise and deal with people’s defence

mechanisms• Communicate purposefully and produce

greater effect

Two day courseCost: £850 + VAT 12 CPD pointsIncludes: a copy of our best selling book, Perfect Communications.

So much of business success depends on work relationships, and these rely on good communication. We spend more time at work communicating than doing any other activity. Yet, so often, our conversations are unsatisfactory, misunderstood, or highly charged.

Interacting reaches beneath the surface of interpersonal communications. Over the two days, participants will explore all aspects of communication skills and style. We create a safe space in which to rehearse new ways of being more effective in challenging work situations.

Target AudienceAnyone who needs to communicate effectively and to understand the various communication styles to support harmonious working environments and to build productive relationships.

Learn to:• Talk effectively and persuasively• Listen actively with purpose• Develop status and convey authority• Assert yourself to get what you want• Rediscover authenticity

INTERACTING



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This is the UK’s most impactful and outstanding presentation event. For over twenty years, we have helped thousands of people communicate with confidence and speak with passion and conviction. Using challenging and enjoyable methods adapted for business from the theatre, we focus on each person’s unique presenting style.

By building confidence, we enable people to express their natural creativity and enthusiasm. There is continual professional feedback, along with constant practice in presenting with energy and conviction. This powerful experience can radically change how people express themselves.

Target AudienceThis workshop is for those with some experience at presentation delivery, but who want to increase their impact and become masterful presenters.

Learn to:• Deliver your message with confidence

and conviction • Unlock your unique presenting style• Use five P’s of dynamic presentations• Prepare physically, vocally and mentally• Structure creative and memorable

presentations• Field hostile questions

Feel:• Confident about presenting• Able to handle nerves• Excited about presenting• Ready to give your best

Be more able to:• Improvise and think on your feet• Control your stage fright• Prepare under pressure• Communicate with passion• Inspire, influence and win over your audience

Two day courseCost: £985 + VAT 12 CPD pointsIncludes: a personalised DVD; our best selling book, The Perfect Presentation, 5 months’ ongoing support.

PRESENTING WITH PRESENCE


ADVANCED PROGRAMMES

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Feel:• More comfortable in expressing passion• Confident to take centre-stage• Refreshed and alive• Bigger, bolder, and better

Be more able to:• Inspire and engage others• Create better team working• Lead and solve problems creatively• Use emotional intelligence to win people’s

hearts

Two day courseCost: £985 + VATIncludes a copy of our best selling book, Dramatic Shift.

Increasingly, leaders need to engage and inspire others. This high-level workshop is a total shake-up, wake-up, and creative challenge for anyone committed to producing inspirational performance. It enables each participant to discover his or her ability to win people’s hearts as well as their minds.

Leaders, managers – in fact anyone determined to be successful – constantly need to work creatively to understand and realise their own potential. This masterclass in creative leadership is a rare and demanding way of exploring your limits in a safe yet challenging environment.

Inspirational Leadership uses ideas, methods, and inspiration from the theatre, which can be applied to work in organisations.

Target AudienceIdeal for leaders who need to engage and inspire others and who want to re-energise and inspire themselves.

Learn to:• Release your untapped creativity• Create innovative solutions to work problems• Use networking and support• Give and receive insightful feedback• Enliven your working life

INSPIRATIONAL LEADERSHIP


ADVANCED PROGRAMMES

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BOARDROOM PRESENCE

Whether it is because you’ve been promoted and therefore attend regular board meetings, or are asked to attend occasionally because you have particular expertise, you need to make an appropriate impact. The same goes for building client relationships at board level – you will need to present yourself with gravitas and authority.

This one-day workshop allows you to develop your presentation and communication skills so that you make a favourable impression on other senior executives.

Target AudienceAnyone who wants to improve their ability to form effective relationships at a senior level and present themselves with authority.

Learn to:• Use your authentic leadership style• Clarify the impact you want to have• Be alert to what’s going on around you• Impress and establish credibility

Feel:• Confident to walk into a room full

of senior executives• Connected to your own integrity• An equal with those around you

Be more able to:• Influence at the highest level• Build relationships with senior people• Express your opinions and points of view• Convey gravitas and natural authority

One day courseCost: £485 + VATIncludes a copy of our best selling book, The Charisma Effect.


ADVANCED PROGRAMMES

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