1. Maximising Personal Performance And Potential!
welcome!
Maximising Personal Performance And Potential!

2. who the hell is this andy hanselman?

3. i help businesses and their people...
think in 3D!

4. Dramatically and Demonstrably Different!
that means being...
Dramatically and Demonstrably Different!

5. why...
3D?

10. the year before henry was born...

14. (and have been for over 20 years!)
i research, write about, talk about and work with high performance businesses
(and have been for over 20 years!)

15. Dramatically and Demonstrably Different
7 characteristics of
Dramatically and Demonstrably Different
businesses

17. how I work…….

21. who are you?

22. Maximising Personal Performance And Potential!
to help you...
create a real focus in what you do (and should be doing!)
become better at planning, prioritising and performing
improve the way you communicate and engage with others
contribute to business and personal improvements
to help you identify the ACTIONS you will take to make it all happen!

23. awareness
assessment
action

25. you can find out more at:
you can follow me at:
you can me at:

26. what does success look like?
session 1:
what does success look like?
Maximising Personal Performance And Potential!

27. what does
‘success’
look like?

28. satisfied
customers

29. sufficient ‘delighted’
customers

30. high expectations
‘disappointed’
‘devoted’
a ‘poor’
experience
a ‘great’
experience
‘delighted’
‘disaffected’
low expectations

31. Y sufficient ‘devoted’ customers committed maximised motivated
effective
people
maximised
financial
returns

32. Y sufficient ‘devoted’ customers committed maximised motivated
effective
people
maximised
financial
returns

33. what are your key issues!

34. what do you need to work on!

35. maximising personal performance
session 2:
maximising personal performance
Maximising Personal Performance And Potential!

36. what typically stops people maximising their performance’?

37. 1. not knowing what’s expected!

38. 2. a lack of confidence!

39. 3. lack of training and development! (or the wrong training!)

40. 4. little or no feedback
70 % of employees who know that their manager is unhappy with their performance couldn’t actually tell you what they were doing wrong or what they needed to change!

41. 4. little or no feedback
20% of employees say they never receive any form of thanks from their employer
75% of workers feel that they don’t receive sufficient gratitude from their boss for the work that they do.

42. 5. not knowing what they want!

43. 6. not sharing what they want!

44. 7. Insufficient resources!

45. 8. attitude!

46. 9. no engagement!

47. 22 % left their last job due to lack of faith in the leadership team
19% quit because they felt “unappreciated”
19% left because they felt “disengaged and unmotivated” 
source: benchmark recruit’s survey of over 3,000 employees november 2013

48. “To The Management:
Today is my 31st birthday, and having recently become a father I now realise how precious life is and how important it is to spend my time doing something that makes me, and other people, happy. For that reason I hereby give notice of my resignation, in order that I may devote my time and energy to my family, and to my cake business which has grown steadily over the past few years. I wish the organisation and my colleagues the best for the future and I remind you that if you enjoy this cake, you can order more at
Chris Holmes

50. unused potential Product ivi ty h i g ‘peak performer’ ‘star’
‘mismatch’
‘problem
performer’ l o w
l o w
h i g h
unused potential

51. 1. clear objectives

52. what will you
have achieved by
september 2016?

53. s m a r t

54. specific
measurable
achievable
related to vision
timebound

55. 1. clear objectives
2. agreed plan

56. what are the key steps to make all this happen?

57. what will you
have achieved by
march 2016?

58. 1. clear objectives
2. agreed plan
5. ongoing feedback
3. training needs
4. training plan

59. play to their strengths!
effective people.....
play to their strengths!
do what they enjoy!
make an impact!

60. things we see the best performers do
Good At
Enjoy
Impact
lose interest!
fun!
ideal!
hard work!

61. what are your strengths!
(how do you know?)

62. remove your blind spots!

63. FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF YEARS

64. FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF YEARS

66. open / free blind area known by others area unknown unknown by others
known by yourself
unknown by yourself
get feedback!
open / free
area
blind area
known by others
hidden area
unknown
area
unknown by others
self learning!
‘shared discovery’!
shout about it!

67. give people a damn good listening to

68. Stop
Start
Continue

69. what ‘motivates’ people?

71. 3 questions..... what motivates / demotivates you around here?
what’s holding you back?
what do you want from your boss?

72. maximising personal performance – how do you
measure up?

73. get that vision thing!

74. “creating a clear picture of the future that ‘stimulates, excites and inspires”

75. imagine the future - what does it hold for you?
err are you sure?

77. “contrary to some forecasts in recent years, the internet has settled down to become a worthwhile but minority channel to market. for example, internet book sales have plateaued at just over 5% of the market, and it seems unlikely that there will be sufficient demand to enable multiple operators to develop profitably”
hmv annual report 2002

78. “heavier-than-air flying machines are impossible”
lord kelvin,mathematician, physicist, and president of the british royal society, 1865

79. western union internal memo,1876
“the telephone has too many shortcomings to be seriously considered as a means of communication. the device is inherently of no value to us”
western union internal memo,1876

80. “i think there is a world market for about five computers”
thomas watson, chairman of ibm, 1943

81. “there is no reason for any individual to have a computer in their home”
ken olsen, president of dec at the convention of the world future society, 1977

82. “640k ought to be enough for anybody”
bill gates, 1981

83. “by the end of the year the ipod will be dead, kaput, finished”
sir alan sugar, early 2005

84. “you’ll look great wearing that hat at the wedding sis”
beatrice to eugenie and eugenie to beatrice, may 2011

85. david moyes on the phone to his wife, june 2013
“hello dear, i’m so excited – i’ve just landed the absolute dream job!”
david moyes on the phone to his wife, june 2013

86. what does
your vision
look like?

87. what will you
have achieved by
september 2016?

88. looking ahead.... what will you have achieved? what will be in place?
think.. finance..customers..people
what will be in place?
what will be happening that isn’t happening now?
what will you / others be saying / doing / feeling?

91. how do we learn?

93. ‘welcome back!’

94. maximising relationships with others
session 3:
maximising relationships with others
Maximising Personal Performance And Potential!

95. think of a number!

96. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63

97. 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63

98. 32
3 3 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63

99. 2 3 6 7 10 11 14 15 18 19 22 23 26 27 30 31 33 35 37 39 41 43 45 47 50 51 54 55 58 59 62 63

100. 4 5 6 7 12 13 14 15 20 21 22 23 28 29 30 31 36 37 38 39 44 45 46 47 52 53 54 55 60 61 62 63

101. 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63

102. 8 9 10 11 12 13 14 15 24 25 26 27 28 29 30 31 40 41 42 43 44 45 46 47 56 57 58 59 60 61 62 63

103. it’s

104. what are the ‘ingredients’ of winning relationships?

106. knowing what you want
knowing what they want
mutually compatible goals
knowing how they feel
communicating how you feel
honesty
acceptance
the building of ‘trust’
ongoing communication – dialogue
long term view
review and reflection

107. ‘TAKING’ RELATIONSHIP ‘MAXIMISED’ RELATIONSHIP ‘LOSING’ RELATIONSHIP
Their objectives
NOT ACHIEVED
ACHIEVED
Your
Object I
ves
ACHIEVED
‘TAKING’
RELATIONSHIP
‘MAXIMISED’
RELATIONSHIP
ACHIEVED
‘LOSING’
RELATIONSHIP
‘GIVING’
RELATIONSHIP
NOT

108. . .
2 PEOPLE
1 RELATIONSHIP

109. .
3 PEOPLE . .
3 RELATIONSHIPS

110. . .
6 PEOPLE . . . .
15 RELATIONSHIPS

111. 55 SEPARATE RELATIONSHIPS TEAM OF 15 PEOPLE 106 SEPARATE RELATIONSHIPS

112. how do your relationships measure up?

113. what are the ‘common problems when communicating with others ‘face to face’?

114. what are the ‘key characteristics of effective communication?

115. 7 key characteristics of effective communicators...

116. they....
develop insight and understanding
build rapport, trust and credibility
ask questions
actively listen
‘influence’
‘close’
keep it going

117. 1. knowing me, knowing you!

118. person 1:
male; born 1948: grew up in england; second marriage: 2 children: successful; wealthy: enjoys skiing in the alps in winter; likes dogs
person 2:
male; born 1948: grew up in england; second marriage: 4 children: successful; wealthy: enjoys skiing in the alps in winter; likes dogs

119. person 1:
person 2:

120. what do we need to know

121. their perception of you
where they’re coming from - their expectations
what makes them ‘tick’
their aspirations future plans, and priorities
them ‘personally’

122. 2. build trust, rapport and credibility

123. what you say and how you say it!

124. what makes the impact in face to face communication...7%
55%
38%
Words
Tones
Visual

125. “authenticity is the thing people respond to the most”
diego scotti, vp of global advertising, american express

126. building rapport.... talk their language get to know their backgrounds
use their names appropriately
build credibility
communication style:
be a ‘friend’

127. 3. effective questioning!

128. what are the benefits of asking questions

129. the benefits of effective questioning?
obtaining information
clarifying needs
establishing exactly what people want
checking understanding
building rapport
showing you’re interested
identifying opportunities

130. who are you?

131. guidelines.... one of you is ‘famous’
others take it in turn to ask questions
only ask questions where the answer is ‘yes’ or ‘no’
when you get a ‘no’, move on to the next questioner
at your turn you can guess – get it right, you win, wrong, you’re out!

132. open questions closed questions leading questions
types of questions....
open questions
closed questions
leading questions

134. open questions
who
what
where
why
when
how

135. who are you 2?

136. guidelines.... one of you is ‘famous’
others take it in turn to ask questions
ask open questions: who, what, where, when, why, how
one question each - then move on to the next questioner
at your turn you can guess – get it right, you win, wrong, you’re out!

137. which questions do / could work for you...

138. tips on asking questions
prepare
ask ‘open’ questions
don’t be afraid to ask questions where the answer may be obvious
ask lots of questions to check understanding
ask questions, shut up and listen!

139. 4. give people a damn
good listening to!

140. tips for ‘listening’..... two ears, one mouth
focus on people as they are talking to you
repeat their name (appropriately)
be ‘interested’, not just interesting!
let them know you are listening
listen for feeling as well as fact
demonstrate empathy
use questions
build rapport

142. 5. influencing

143. sell ‘benefits’

144. features vs benefits

145. something it’s got vs something it does for them

146. which
means that….

147. tell stories......

148. ‘you know how some.......’ (companies suffer from...)’
‘and if they don’t fix it, it results in.... (pain and suffering)
‘what we did was.....’ (keep it brief)
‘which meant that they....’ (positive outcomes)
‘which resulted in......’ (some tangible value)

149. 6: closing!

150. what are typical “buying signals”....

151. typical ‘buying signals’
they agree with you
they disagree with you!
they stay on the line
they make comparisons
they start asking questions
they raise ‘objections’

152. tips for ‘closing’ review what you’ve talked about…
agree who’s going to do what
... and by when!
make notes
deliver on your promises

153. 7.keep it going!

154. create dialogue, not diatribes

155. think...

156. think...
Critical
Nice to know
Noise

157. kit

158. and finally.....
Keepintouch!

159. make sure you... deliver!

160. maximising relationships– what do you
need to do?

161. maximising time, resources and effectiveness
session 4:
maximising time, resources and effectiveness
Maximising Personal Performance And Potential!

162. what are the common ‘time stealers’ we all typically face...

163. 10. common ‘barriers’...

164. 1. not knowing what’s expected!

165. 2. a lack of priorities!

166. 3. an unwillingness to say ‘no’ !

167. 4. interruptions!

168. 4. allowing interruptions!

169. 5. trying to perfect things!

170. 6. information overload!

171. 7. meetings!

172. 8. distractions!

173. 1. mobile phones/texting: 52%
2. the internet: 44%
3. gossip: 37%
4. social media: 36% %
6. co-workers dropping by: 27%
7. meetings: 26%
8. smoke breaks/snack breaks: 27%
9. noisy co-workers: 17%
10. sitting in a cubicle: 10%

174. 9. not ‘letting go’!

175. 10. personal disorganisation!

176. how do you ‘measure up’?

177. #5 ‘key factors’...

178. 1.Knowing your type!

179. 2. focus!

180. 3.being proactive!

181. 4. being prepared to say ‘no’!

182. 5. planning!

183. 1.Knowing your type!

184. type A or type B

185. what’s the difference between ‘type A’ and ‘type B’...

186. type A... competitive driven goal and target focused ‘workaholic’
impatient
supportive of others

187. type B... laid back work steadily
enjoy achieving, but don’t tend to get stressed if they don’t
don’t mind ‘losing’
less sense of urgency

188. what do ‘type A’ and ‘type B’ people typically do.

189. type A’s have a tendency to...
take on too much
push themselves
get frustrated with delays
be impatient of others
have a short fuse!

190. type B’s have a tendency to...
work at one pace
remain balanced
do one thing at a time
enjoy the moment
be reflective

191. what are the implicationsfor ‘type A’ and ‘type B’ working together..

192. 2. focus!

194. get that ‘vision thing’

195. clarify... company / team objectives your objectives
what colleagues think

196. what does
your vision
call for?

197. 3.being proactive!

198. important activities have an outcome that leads to the achievement of your goals, whether these are professional or personal.
urgent activities demand immediate attention, and are often associated with the achievement of someone else's goals

199. reject and explain! resist and stop!
important
do now!
plan to do!
not urgent
urgent
reject and explain!
resist and stop!
un - important

200. 4. being prepared to say ‘no’!

201. interruptions!

202. interruptions.... make ‘appointments’ block time out for no contact
diary it?
let people know who interrupt you (particularly the ‘regulars’!)
establish ground rules
be prepared to say no

203. champion
your
champions

204. challenge
your
challengers

205. 5. planning!

206. so.... what are you going to
do...

207. a load of balls!

208. guidelines: establish your team
on instruction, pass the ball round the team as fast as you can
the ball must move freely
it must touch both hands of each team member independently
the person who has the ball at the start must also have it at the end
let me know when you want timing

209. what did you do not so well? what would you differently next time?
what did you do well?
what did you do not so well?
what would you differently next time?
209

210. what does this mean for us in the ‘real world’
210

211. what exactly is ‘innovation’

212. “the successful exploitation of new ideas”
our definition of innovation
“the successful exploitation of new ideas”

213. innovation
new ideas
exploitation
successful

214. what are the common barriers to ‘innovation’?

215. “we’ve always done it like this!”
barrier 1:
it’s about
culture!
“we’ve always done it like this!”

216. 57% of UK leaders say their management team is failing to lead effectively for innovation
source: eyes wide shut!: a report on innovation in the uk – april 2014

217. barrier 2: no
processes!

218. “my door is always open” is not a process!

219. only 40% of UK’s employees are satisfied with the opportunities that exist to feed their views and ideas upwards to senior managers!

220. criticism of ideas! “i’ll look stupid”
barrier 3:
fear!
criticism of ideas! “i’ll look stupid”

221. ‘blamestorming’:
“sitting around in a group, discussing why a deadline was missed or a project failed, and who was responsible”

222. new products and services!
it’s only about
new products and services!
barrier 4:

223. it’s just a management thing!
barrier 5:
it’s just a
management thing!

224. barrier 6: no
rewards!

225. barrier 7:
what’s the big
idea?

226. barrier 8:
silos!I

227. 59% of UK leaders say bureaucracy stops innovative ideas before they reach fruition and this is exasperated by silos
source: eyes wide shut!: a report on innovation in the uk – april 2014

228. barrier 9:
insufficient
time!

229. not making sufficient time!
barrier 9:
not making sufficient
time!

230. 58% of uk leaders believe their teams have no problem coming up with ideas, but 62% say it is almost impossible to gain support to test and develop them
source: eyes wide shut!: a report on innovation in the uk – april 2014

231. barrier 10:
it’s not on the
agenda!

232. 53% of UK leaders believe they are missing out on innovation opportunities because employees cannot see the bigger picture
source: eyes wide shut!: a report on innovation in the uk – april 2014

233. #1. ‘associating’ – it’s about ‘connecting’ things!
#2. ‘questioning’ – asking ‘why?’/‘what if’?’/‘how?’etc
#3. ‘observing’ – watching others do stuff!
#4. ‘experimenting’ – trying things out!
#5. ‘networking’ – meeting & connecting with others!

234. be an enemy of the status quo!

235. “when two people in business always agree, one of them is unnecessary”
william wrigley jr

236. “you shouldn’t blindly accept a leader’s voice, you’ve got to question leaders on occasion”
richard branson

237. “the best way to kill creativity in a team is letting the boss speak first"
seth godin

238. break ‘the rules’: spot your ‘organisational stupidities’
ask ‘what’s holding us back?’
eliminate your ‘blind spots’

239. fish in different ponds!

241. think out of the box!

242. don’t just think out of the box... get out of the box!
(and encourage others to do it too!)

243. stand in other people’s shoes

244. spend time in another part of your business
visit other companies
go to exhibitions, trade shows
read unrelated magazines
read books
visit websites
beg, borrow, befriend

245. ‘go for walks’

246. S W O T

247. Sheffield
Wednesday On
Their way down

248. Strengths
Weaknesses
Opportunities
Threats

249. So
What!

250. “vision without action is hallucination”
thomas edison

251. “take the first step in faith
“take the first step in faith. you do not have to see the whole staircase. just take the first step.”
martin luther king

252. “scare yourself, otherwise you’re not doing anything new”
Mary Murphy Hoye, Head Of R & D, Intel

253. “don’t just stand there….. do something!”
dick dastardly

254. take action, not notes!

255. so.... what are you going to
do?

256. today
only
£9.99!
£ £1.20 p&p
coming soon
@andyhanselman

257. Andy’s 3D Thoughts......
3 iDeas in 3 minutes in your inbox every Monday morning to help you think in 3D!
@andyhanselman

258. free e-books....
visit
@andyhanselman

259. people can be divided into three groups
@andyhanselman

260. those who make things happen
those who watch things happen
those who ask ‘what happened’?
@andyhanselman

261. MISSING YOU ALREADY!
@andyhanselman

262. get my slides and other resources at: andyhanselmanconsulting
@andyhanselman