Aug 11 Newsletter

Welcome to our Newsletter!

It’s been a huge month for us here at Beaumont Consulting.

Firstly we celebrated our 10 year anniversary with a surprise party for our Managing Director, Nikki Beaumont. I can tell you it’s not easy keeping secrets from your MD, especially when she keeps hovering over your desk and you’ve got countless emails coming in from friends and family all over the world! Still we did it and what an amazing evening we had. We invited many of her friends and family and even flew in her parents and her oldest friend from the Sunshine Coast. Anthony Sork was our dashing MC for the evening, he did a sterling job of co-ordinating all the well wishing videos and the speeches from friends of Nikki’s over the past 10 years or so. There wasn’t a dry eye in the house! The evening was finished off with the presentation of a wonderful book of photo’s and memories over the course of Nikki’s life and in Nikki's own words, what a wonderful way to start our year of celebrating our 10 years in business!

We also held our annual company conference last week, the theme of this conference was the Year of Success, where we had the opportunity to reflect on and celebrate our success and achievements over the year as well as set our goals and expectations for the year ahead. The day was capped with a gourmet dinner, plenty of champagne and our annual awards presentations which gave us the opportunity to recognise some of our top achievers in the business.

Please join me in congratulating this year’s winners:

Service Excellence - Leanne Wells
Appreciation of Contribution - Kate Blackwell
Personal Achiever - Michelle Maye
Top Biller – Permanent Services - Janine Runaghan
Top Biller – Temporary Services - Amy Braisby
Best New Starter - Renee Johnson
Values Award - Justine McKnight
Outstanding Support Person of the Year - Kamila Sutcliffe
Manager of the Year - Dawn Toynton
People’s Choice - Patricia Leech

Enjoy our newsletter!

Patricia Leech – Operations Manager

market

Market News

While the global economy remains unambiguously patchy the Australian dollar hits a one month high with the Australian dollar trading at $US 1.0720 US cents rising from $US 1.0624. Velocity Trade foreign exchange dealer Jeremy Jukes has said "There is positive sentiment ... whereas a few weeks ago there was talk about rate cuts" concluding that "people have come to realize that the Australian economy is not as bad as expected."

Ric Battellino, Deputy Governor of the Reserve Bank of Australia (RBA) stated that “price increases for a range of manufactured goods were larger than expected in light of the appreciation of the exchange rate and the ongoing caution among consumers”. Even though the outlook for 2011-12 remains 'cautious' due to global volatility, higher utility costs, a possible rise in unemployment, and weak housing and equity markets, Battellino encourages Australians to stay positive.

The ABS reported the number of people employed remained relatively unchanged during July/August. A decrease in full-time employment, down 22,200 people was offset by an increase in part-time employment, up 22,100 people.

temp

Temp Of The Month

This month our $100 Temp of the Month prize goes to Laura Durkan.

This is what the client had to say:

Laura has been a great help to the team during her time here us and we have really appreciated the extra pair of hands. We will miss her but wish her all the best for her future travels and safe return home.
Laura is a hard worker and is always so helpful. Her positive attitude and her willingness to learn has been such a delight to have her on board. Laura will definitely be missed when she continues her travels overseas.

Well done Laura from the team at Beaumont!

know

Getting to know you…

Ever wondered what we get up to when we're not at work? This week we are getting to know Rachel Hannah.....

1. What is your role in Beaumont Consulting? Accounts Receivable & Customer Service.

2. What was your first job? After school and Saturdays I worked in a hairdressers – I was 15!

3. What was your favourite subject at school? Mmmm History & PE.

4. If you were stuck on a desert island, what is the one thing you couldn’t do without? Books, can I take a library there with me?

5. What is the first thing you notice about people? How friendly their face is and if a laugh comes easy to them.

6. Who is someone that inspires you and why? Simon McKeon – he is Australian of 2011. A quiet man who has MS and has for the past 10 years been on the MS board, he is a Director of World Vision and chooses to work part time for Macquarie Bank as Executive Chairman to be able to meet his charitable commitments and family life. His disabled sister also lives with him and always has…he just appears as such a giving man without showing off about what he does. Still many people wouldn’t even know who he was. I think he might like that.

7. What do you do in your spare time? A lot of driving kids around and watching them play sport and I love it! Never thought I would, but it is a thousand times better than being indoors. When all the driving is done I love catching up with friends and sharing a champagne or two.

8. What was the last book you read? Grand Days – Frank Moorhouse, I am working my way through Booker Price Winners and Runners Up.

9. If you could be famous for anything what would it be? I wouldn’t want to be famous at all so can I say an anonymous philanthropist?

10. What’s the best decision you have ever made? Coming to live in Australia from England and building a wonderful life here.

event

Complimentary Event - Building a High Performance Culture

This Performance Culture workshop will deliver a snap shot of what some of Australia's leading organisations are currently doing to propel higher levels of people performance in pursuit of optimal business growth. We will be exploring business performance through a culture lens, specifically looking at alignment between the business direction and the flow on culture and performance approaches adopted.

This highly-interactive session will provide attendees with:
• Market insight via exposure to research and case studies
• Cutting-edge business models and performance frameworks surrounding three key elements of Organisational Development (performance culture development, talent and succession and technology-enabled people strategies).
• Support initiatives including a performance tool kit
• Complimentary consultation: Attendees will receive a complimentary cultural diagnostic session from a Maximus Organisational Psychologist

The speaker, Ant Williams has garnered success as a world champion freediver and prinicipal consultant at Maximus and interlaces theory with practical advice and experience to entertain, inspire, and obtain results.

Ant’s impressive career has seen him undertaking a broad range of challenges, including advancing human performance in sport and business with international consulting assignments to Super 14 Rugby Teams and World Championship athletes. This culminated with a role in Europe as the Director of an international sports team competing on the prestigious motoGP world circuit for motorcycle racing.

Often requested as a speaker, Ant has delivered keynote presentations to conferences across New Zealand and Australia for clients such as Telecom NZ, Westpac, Roche and AMP.

Ant helps his audience to remove the barriers that stand in the way of success by speaking about mental toughness, achievement drive, resilience, self-awareness, and overcoming fear. His talent as a motivational speaker has been recognised during engagements with NZ Home Loans, Westpac, Adidad, Inland Revenue Department and Aquanaut.

Practicing what he preaches on peak performance, Ant defies human limits with a breathhold of over 8 minutes, and holds records of Best competition dive in constant weight (82m), Best dynamic swim in competition (213m), Longest breathhold in competition (7mins 11secs).

Attendance Details:

Date – Tuesday 27th September
Time – Registration from 5.45
Seminar - 6pm-7pm
Drinks & Canapes - 7pm-8pm
Location – Sydney, CBD

If you would like to book seats for this complimentary event, please email our events team at events@beaumontconsulting.com.au or contact Taheeya Rahman at Beaumont Consulting on (02) 9279 2777.

motivate

10 Ways to Motivate Your Team

by Gina Gardiner

Summary: In the midst of layoffs, pay cuts, and tight budgets, your team's morale and loyalty is stretched to its limits, while traditional incentives like bonuses and salary increases are unavailable. Here are some ideas on what can keep your employees loyal and motivated without increasing expenses.

In times of boom it feels easier to motivate and enthuse people because there is always the promise of a bonus or of promotion. The picture becomes very different if cash flow is short and there is constant threat of having to reduce the workforce. When the decision makers are feeling under threat and constantly face the stress that the responsibility for their own livelihood, and that of all those who work for them, it is very easy to make decisions which might seem right in the short term but can have far reaching negative effects on themselves and their workforce.

When things are going well economically, there is always a paradox. Team and organisational leaders can choose to use money as their major motivator. The size of the bonuses was at times mind blowing. Staff were led to expect financial rewards for completing targets and it appeared to keep well qualified and able staff on the payroll. The reality was, in the experience of many of my staff, very different. When there is plenty of work about people have a sense of security and know that if things get tough in their current place of work they can always look for and find another job. Their loyalty can be to themselves rather than to their organisation. Where unrealistic expectations are created around bonuses they can create massive de-motivation and a haemorrhaging of able people to other organisations.

In times of financial difficulty there is an overriding need to have experienced, enthusiastic staff who are as committed to making the business a success as the Senior Management Team. As the competition gets more cut throat, it is the teams who work together, creatively and cohesively, who will win out. Morale, enthusiasm and having the key skills and competencies are absolutely vital if organisations are to survive in the long term. Money is not as available and the security of having a job in the short term is simply not enough to ensure that your organisation is fit enough to survive.

How can you motivate and enthuse your workforce in a down turn?
There has been much research done about what motivates people. Money is a factor but is rarely at the top of people's lists.

Here are my top ten principles for ensuring that you develop enthusiasm and commitment within your
workforce, they work just as well at departmental level as they do within a large organisation.

1) It is important that staff believe in what the organisation stands for.
A mismatch of values between the organisation and the workforce will cause stress and a sense of dissatisfaction within the individual.
• How well do your staff understand what your organisation is about?
• How do you know?
• How well known is your company's vision for the future and its mission in achieving it?
• Were they involved in creating it?
• How might you engage your team in developing and embedding your values throughout the company or department?

2) Have Integrity
Trust must be earned and it is vital that there is trust between leader and those who are led. When this is in place the team can face the most challenging circumstances together. Without it the future is bleak. We live in a time where politicians and many organisational leaders are disingenuous or economical with the truth. Once trust has been destroyed it is almost impossible to reinstate it. People are not as fragile as you think. Being honest does not mean being brutal. Stating the case clearly and being up front, even when the message itself is unpopular, is far less damaging in the long run than trying to make things look like something they are not.

3) Be Consistent
Dealing with an inconsistent set of expectations or messages or people who blow hot and cold creates a sense of uncertainty which is damaging. There should be a consistent approach to decision making. Staff should be confident that decisions are being made for the right reasons and that decisions will be changed only when there is a valid reason. Moodiness and having favourites within a team is never acceptable. There is no room for ego in the successful team or organisation.

4) Value Each Individual And The Contribution They Make
Feeling that they are valued as individuals by the organisations success has a consistently higher rating as a successful motivator than money alone. This must be done from the heart and not as a mechanistic process.
• How well do you know your team?
• Do you know about their personal aspirations?
• What opportunities are there for the contributions of individuals to be noticed by line managers and by those further up the line of responsibility?
• Who notices when people are doing a great job or when they are finding things hard?
• Does valuing staff happen by chance in your organisation or are managers trained to develop this aspect?

5) Give Staff A Voice Which Is Heard
When staff have high levels of stress, this comes from where people feel that they have no control over what is happening. Creating the opportunity for people to have their say, to be listened to and a real opportunity to influence what is to happen can significantly reduce stress and dissatisfaction.
• Does your workforce have a voice?
• Who listens to them?
• What happens as a result of these conversations?
Many decisions are taken without reference to those who do the job on a daily basis. Using their skill, experience and expertise can save costly time and mistakes. It makes sense on so many levels yet it is often neglected.

6) Create Explicit Realistic Expectations
Creating expectations which are dashed creates huge levels of dissatisfaction on both sides. Only promise what you know you can deliver and be entirely up front about what you expect from them. When an organisation has clear, high, explicit expectations of staff, it is far easier to have the hard conversations. When people feel they have been fairly dealt with they are much more likely to take the lessons on board. They cannot hide behind their indignation that things were unfair and as a result have to take responsibility for their part in the situation.

7) Give staff A Sense of Certainty
Certainty or safety is one of the most basic needs. It is possible to give people a sense of control and safety even when there are huge levels of uncertainty around. The language used has a huge impact on whether people feel secure or not. Being truthful and involving people early on in the process can really help. It is the not knowing and feeling that you are being kept out of the loop which creates the most anxiety. It is not so much what you do but the way in which you do it which makes the difference. For example redundancy is likely to create huge levels of uncertainty and anxiety. This can be minimised by involving people in discussion early on and in keeping them informed with the most up to date information. Providing support to help them prepare to be on the job market once again also makes a significant difference to the experience.

8) Involve Staff In Finding A Solution
As I write this article an organisation which faced ruin twenty years ago is taking their entire workforce away for a celebratory weekend to say thank you for their help in the firm's success. Over 300 people will be boarding the train. When the company faced almost certain closure the Management sat down with the workforce to look for solutions. The situation appeared impossible. Out of the talks came the agreement that everyone would take a significant pay cut rather than bleed the company dry of the talent and expertise needed to turn the company around. Together they looked for creative solutions. The journey wasn't straight forward but twenty years later the firm has gone from strength to strength and is well placed to survive the current difficulties.

When each individual within the team takes responsibility not only for their own contribution but also for doing everything they can to help each other to contribute fully, the team becomes incredibly powerful. Creating power teams where this principle underpins its working occasionally happens by accident but can be the norm with the right training and support. The benefits of every team within an organisation becoming a successful power team far out weighs the cost of developing the training. Do you actively promote and train Power Teams within your organisation?
Your people are your treasure; they each bring skills and expertise much of which remains untapped. Are you making the most of yours?

9) To Motivate Your Staff You Need To Know What Motivates Them
Listen carefully and you can discover what motivates them. The language they use, the actions they take can inform you of what internal drivers and motivators make them tick. Once you understand where they are coming from it becomes so much easier to speak their language and to give them the opportunity to thrive. When they are thriving professionally your department or organisation has far more potential to succeed.

10) Don't Under Estimate The Power Of A Thank You
A thank you which recognises the efforts people have made makes a HUGE difference to the way they feel. A short note saying thanks for a job well done takes on a huge significance to the person receiving it when they know is really meant.

A bunch of flowers or a small gift in recognition of someone going the extra mile makes us feel good in our personal lives and the principle is no different professionally. Taking the time and trouble to notice someone's effort is what makes the difference. If you are the boss take the time to notice who is working hard, who helps others and who contributes the energies to creating success. You can't put a price on the value of thank you.

Most of these principles cost little or nothing to implement. They are more about attitude and approach. Training and coaching can be incredibly helpful in setting things up but the costs are minimal in relation to the potential returns.

The cost of ignoring these principles will be a dissatisfied, anxious, stressed workforce who are likely to work harder in the short term because they fear for their jobs. In the medium to long term it will be the healthy, happy, well motivated and enthusiastic teams of staff who will create ongoing success in the market.

The reputation your organisation creates now, in how they deal with staff, will live on long after the market recovers. Attracting the right sort of staff when there is a shortage of highly skilled and experienced staff will be so much easier for the firms who are known to care and develop their people in hard times. The choice is yours!

About The Author:
Gina Gardiner is one of the UK's leading leadership coaches. She specialises in developing leadership potential from emergent to senior management level. She has a particular interest in work life balance. Visit her web sites at www.graduatesolutions.co.uk and www.recoveringworkaholics.com