We are commencing a new program shortly. We will have limited spaces for this so that we can personalize the program to the needs of participants. So please respond to this email to register your expression of interest as soon as possible.

Why should you enroll your staff in this program?

• It is nationally accredited which means that the qualification is recognised throughout Australia.

• The Cert IV in Frontline Management qualifies for 100% funding from the Federal Government, which means - under certain circumstances - the fees ($4,000 per participant) are fully refundable on successful completion. Call me to see if you qualify.

• The facilitator is highly regarded throughout Australia and internationally which means that the learning will translate to higher levels of leadership and productivity.

• Minimum time is taken out of the workplace. The program investment is 3 hours once a month for 10 months.

• The assessment component of this program is designed to make practical improvements in your organisation. Participants are required to implement their key learnings in their workplace.

• It is a great staff retention strategy - since it takes a minimum of 11 months to complete. This means you have a vehicle to keep your good people.

All of this means great value for money to you, the participants and your organisation.

Here is a sample of a recent participants feedback from this program:

I found the Certificate IV in Frontline Management course to be continuously rewarding; I have developed lifelong skills that not only can be incorporated in a professional sense but also on a personal level.

Credit must be given to Dr Tim Baker and his staff at WINNERS AT WORK for their professional conduct throughout the entire course. It was pleasure learning from Tim who has taught skills what I will continue to use throughout my professional career and my life. - Letitia Little

Course Overview

Certificate IV in Frontline Management reflects the role of individuals who take the first line of management in a wide range of organisational and industry contexts. They may have existing qualifications and technical skills in any given vocation or profession, yet require skills or recognition in supervisory functions. This program is practical! It concentrates on the concept of workplace learning, which ensures its relevance to your particular situation and business.

Course Program

The course has not finalised dates as of yet. Please refer to the below document which outlines each of the 10 Sessions.

Want more information?

Please contact us for further information or to discuss enrolling onto the Certificate IV in Frontline Management.

This is a joint venture between WINNERS AT WORK and The Learning Collaborative (a Registered Training Organisation).

With limited places, hurry to secure your spot on this highly regarded program!

You can contact Tim Baker directly on 0413 636832 if you have any questions or call (07) 3899 8881 to register your staff.

What are the factors that cause people to say yes?

According to Professor Robert Cialdini, regarded as the world’s leading authority on the subject of influence and persuasion and author of the classic - Influence:  The Psychology of Persuasion, there are several traits of human nature that when used will most likely persuade others.

Four of these characteristics include reciprocation, commitment, consistency and social proof.

Always return a favour

The rule of reciprocation, found in every culture, is that we should repay anything given to us, whether it’s a gift, an invitation, a compliment, and so on. We feel obligated to individuals and organisations who give us something, even if it is small and even if we don’t want it.

For example, straightforward mailing by charity groups usually gets a response rate of less than 20 percent. But this jumps dramatically when the mailing includes a gift, such as stick on labels printed with the receiver’s own name and address.

Being consistent

Human beings like to be consistent. This creates a gold-mine for marketers. They are very aware of the internal pressures against changing our mind, and often take full advantage.

For example, when charity phone callers ask “How are you, Mrs. …? Nine times of 10 we give a positive response. Then when the caller asks us to give a donation to the unfortunate victims of some disaster or disease, we can’t very well suddenly turn mean and grumpy and refuse others who are in a bad way. To be consistent we feel compelled to offer a donation.

Social proof

The most famous case of social proof in relation to suicide was the ghastly Johnstown, Guyana incident in 1978, when 910 members of Jim Jones’s People Temple cult took their lives by drinking from vats of poisoned soft drink. How was it possible that so many died so willingly? Most of the cult members had been recruited from San Francisco and the isolation of being in a foreign country contributed to the natural human tendency to “do what others like us are doing”.

Not missing out

It is human nature to value something more when it is scarce. In fact, we are more motivated by the thought of loosing something than we are by gaining something of equal value in its place. Retailers know this, which is why they perpetually scream “stock won’t last” to make us fear not getting something we were not sure we wanted anyway.

Modern leadership is arguably about influencing and persuasion.

What are the implications here?

Leaders should treat their staff as their customers, providing them with opportunities to grow and develop and provide positive reinforcement (Always return a favour). Managers should modify the behaviour of their people by firstly getting their staff to agree that their behaviour needs to change (Being consistent). Through mentoring young employees by demonstrating appropriate workplace behaviours, the managers are “walking the talk” (Social proof). And finally, managers need to balance positive feedback on performance with constructive negative feedback and the implications of this for the employee and others (Not missing out).

Influencing is the lifeblood of the modern manager.

WINNERS AT WORK has extensive experience working with Regional and City Councils throughout Australia. I would welcome the opportunity of discussing the Leaders in Local Government program with you. Pass this on to others in your Council who are also decsion-makers.

I’m such a believer in the Leaders in Local Government program that I make this special offer to you and your Council organisation.

I would be willing at my expense to travel anywhere in Australia to present an overview of the program to your Executive Team for one hour!

No strings attached. If you are suitably impressed with the rigour and structure of the program after my one hour presentation, then we can go from there.

This proven Leaders in Local Government program is results-focused and based on the following approach:

• 12 month leadership program for all Managers.

• One hour individualised coaching session with each Strategic and Operational Manager once a month.

• Coaching sessions are based on three 360 degree feedback reports on 11 competencies of management tailored specifically to the modern needs of Local Government.

• These leadership competencies include: delegation, coaching, counselling, training, problem solving, decision-making, leadership, trust, communication, conflict handling, teamwork, and personal characteristics.

• Each coaching session is followed by an agreed upon action planning process to ensure practical application in the workplace.

• At the end of each month a workshop of 1.5 hours for the whole management team looking at the collective strengths and opportunities for growth moving forward.

• Support workshops tailored to Local Government around each of the 11 competencies listed above for any or all Managers.

• A comprehensive report that can measure the success of the program in transforming your workplace culture.

Here is one of many endorsements from Councils for the Leaders in Local Government program:

“Dr Tim has enabled our Leadership Team to assess ourselves in a very safe and supportive environment. Through use of the 360 degree feedback we can ensure that we optimise the individual coaching sessions and develop our leadership skills to create a dynamic organisation. The Group Workshops allow us the time to mix with our colleagues in a way that maximises our learning potential and creates opportunities for constructive dialogue. As an individual I have grown exponentially through the Leaders in Local Government program and am witnessing the development of a generation of leaders that will lead our Council well into the future. We continue to grow and develop our leadership program and will ensure that all identified leaders have the opportunity to experience Dr Tim’s unique and successful coaching methods.”

Barbara Miller│ Strategic Manager People Performance and Wellbeing│ Rockhampton Regional Council
Please contact Tim Baker on 0413 636832  to discuss this unique and powerful transformation program further, or simply email me for more detailed information to be sent to you explaining the Leaders in Local Government program.

One of the drivers of individual success in the modern workplace is a paradigm shift from one of entitlement to one of adding value. In other words, employees who constructively contribute beyond the narrow confines of their job description are likely to be more valued by companies.

Job descriptions typically focus on a limited set of behaviours or characteristics required to proficiently perform a specific set of tasks. While there is a trend towards implementing competency models, job descriptions continue to be defined primarily by the “explicit features” of each job, most likely due to the need to create a legally defensible performance-appraisal system.

However, work performance is two-dimensional, composed both of work required by an organisation and by discretionary employee work behaviours.

Job descriptions tend to encompass the work required, but rarely cover optional employee work activities, such as the continuous improvement of systems and processes, leadership and proactive team work. Managers must establish criteria to identify and reward such “value-adding” behaviours.

The first step in moving towards a performance-focussed culture is to change job descriptions to role descriptions for all employees. Role descriptions define the performance criteria of a job in the context of the business, and define the organisational role of the individual and link these with KPIs.

A “role” is a more generalised description that addresses end accountabilities and identifies the groups or areas that each position serves.

The Team Management Profile provides a practical model for effective teamwork in any context:

• Gives an overview of how balanced the team is

• Promotes mutual understanding and respect

• Provides an opportunity for more open communication

• Gives guidance for personal and career development

• Highlights the importance of understanding and managing diversity

• Gives insights into how to resolve conflict

• Provides a complete approach to building and maintaining balanced, high-energy teams

Margerison-McCann

Team Management Wheel

THE TEAM MANAGEMENT PROFILE

“By enhancing their knowledge and understanding of the world of work and giving them a simple language with which to communicate, you can help teams to achieve peak performance in the workplace.”

WINNERS-AT-WORK Managing Director Dr Tim Baker is an accredited Team Management Profile Facilitator and can hold in-house workshops with your team, to help improve team processes and performance, which will in turn improve motivation and job satisfaction.

If you would like to find out more information about Team Management Profiles, please contact Leah McDonald, directly on (07)3899 8881 or via email leah@winnersatwork.com.au.

As a way of improving leadership capacities, managers have benefited from 360 degree feedback.

In the same way, we have developed a unique process for improving sales performance.

Here is the process:

1. Sales people complete an on-line survey about their self-image, i.e., what they think they should be doing in their sales role.

2. Customers, clients or colleagues complete a similar survey about the salesperson’s perceived-image, i.e., what they observe the salesperson doing.

3. Sales people complete a second survey about their projected-image, i.e., what they think they are doing.

4. A report is formulated comparing the self, perceived, and projected-image perspectives and I then conduct a one and a half hour feedback session for each individual sales person. Each sales person then has a specific action plan for improvement.

5. We finally bring the sales team together and discuss the collective results and look at the overall team’s strengths and opportunities for growth.

This process is based on the following 12 facets of sales:

• Product Knowledge

• Prospecting

• Customer Knowledge

• Relationship with Customers

• Communications

• Handling Objections

• Closing the Sale

• Service and Delivery

• Problem Solving and Customer Service

• Trust

• Time/Territory Management

• Selling Skills

These facets can be modified and tailored to suit the needs of your particular industry.

Please call Leah McDonald on 07 3899 8881 for more information.

Profoundly different you would agree from today, no doubt; but how?

The good news is that many of these workplace trends are predictable.

The bad news however, is that your organisational culture is probably not ready to accommodate these changes.

For instance, we know that:

• IT will play a greater role;
• generally the workforce will be older;
• people will have developed more skills;
• flexibility with increasingly be the norm;
• there will be an increasing focus on productivity
• women will hold more management positions; and
• men will play a larger role in raising children

Yet - at the same time - there are a number of discrepancies between employer and employee and the expectations each has. For instance, employers expect those employees approaching 65 to still be working. On the other hand, very few employees want to continue to work past 65.

However, there are some areas where employer and employee can align their expectations. Flexibility is one such area. Flexibility will be at the heart of the organisation of the future. Employers need a flexible workforce to meet the demands of fast changing marketplace and employees need flexibility to meet their challenges of balancing their work and home responsibilities.

The challenge over the next decade is how to align the changing needs and interests of employer and employee. We can assist you by providing you with a ‘train track to run on’, which means that you will be able to measure, monitor and develop strategies to align your people and organisation as a basis for enhancing your productivity.

Contact WINNERS-AT-WORK for more information about creating a productive organisational culture to meet the challenges and demands of the next few years.

Globality refers to a world of hyper competition in which Australians - and Swiss and Japanese - compete with everyone from everywhere for everything. And not just for customers and market share: they’ll compete for energy and raw materials, skilled and unskilled workers, knowledge, patents, financing, suppliers, partners, even potential acquirers. According to a new book entitled: Globality: Competing with Everyone from Everywhere for Everything, in the new world of globality the new rule is there are no rules.

And the important thing for you to know is that this is not exclusively a new marketing challenge; it is a challenge to create an organisational culture that is responsive to globality. Companies need to be fast and flexible and understand their markets and customers as never before.

Companies that will prosper in this new environment will proactively create an organisational culture consisting of 8 core values: These values include:

• Flexible Deployment replacing Specialist Employment

• Customer-focus replacing Internal-focus

• Performance-focus replacing Job-focus

• Project-based Work replacing Function-based Work

• Human Spirit & Work replacing Human Dispirit & Work

• Commitment replacing Loyalty

• Learning & Development replacing Training

• Open Information replacing Closed Information

Dr Tim Baker, is the Author of The 8 Values of Highly Productive Companies: Creating Wealth from a New Employment Relationship (Australian Academic Press) that provides practical steps to create this new, responsive culture.

Here is one of many comments about the book.

The 8 Values of Highly Productive Companies is an inspiring book with great practical value. Tim provides much more than smart ideas, he draws on his real world consulting experience and his academic knowledge to make a convincing case for a values approach to management which can enhance the productivity and sustainablility of organisations.

Professor Hitendra Pillay - Queensland University of Technology

If you would like to purchase a copy of The 8 Values of Highly Productive Companies: Creating Wealth from a New Employment Relationship, please head to the WINNERS-AT-WORK website, www.winnersatwork.com.au and use the Pay Pal facility to place your order on the homepage.

All of the 80 statements in the survey instrument are based on the New Employment Relationship Model.

There are 10 statements for each Value in the New Employment Relationship Model.

Half the statements relate to the employee (individual) accountability and half for the employer (organisation) accountability.

For example, a survey item for the Value of Customer-Focus is:
” I am very clear about my role in servicing internal and external customers”.
That is that statement completed by employees.

The corresponding statement for Managers is:
” Staff are generally clear about their role in servicing internal and external customers”.

From this data, the consultant prioritises 16 issues (two for each of the 8 values in the New Employment Relationship Model).

This agenda for change will be further analysed by the Project-team in stage 5 ( Continuous Innovation Workshop).

Figure below provides an example of an agenda for change: