The red mohican may be gone but the memories of Freddie Ljungberg remain for Arsenal fans, many of whom have spent weeks hoping their former player might be given an opportunity to take over from the struggling Unai Emery.

Ljungberg, Arsenals new interim head coach following Emerys sacking on Friday morning, has been working towards this moment ever since he was promoted to the first team this summer. His brief has been to lead the individual development of the younger players, but the reality of his position in the dugout has meant he was always going to be the next in line once Emerys time had drawn to a close.

Ljungbergs new role means that three of the Premier Leagues so-called big six are now managed by former players. Ole Gunnar Solskjaer and Frank Lampard have shown how an old flame can reignite the passions of a home crowd, at Manchester United and Chelsea respectively, and Ljungberg surfs into his new role on a wave of goodwill that had never been earned by his predecessor.

The current trend is, increasingly, for players who understand the club. Ljungberg ticks that box and the Swede, famously an underwear model during his playing days, will appreciate that ex-pros of his ilk are very much in vogue in the managerial winter collection of 2019. His appointment is an easy win, in PR terms, even if his first game at Norwich City is likely to be anything but.

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Freddie Ljungberg will be a popular choice with Arsenal players, but everything else is a total unknown - The Telegraph

Embracing ongoing opportunities for personal development can benefit both employees and their employers; external training workshops provide the opportunity to build on their existing skillsets, learn something new, evaluate their current working methods and can also help with fostering new friendships within the workplace or just simply bring a team together.

Continued Professional Development (CPD) certainly seems to be a factor which influences peoples job satisfaction levels in an earlier article, "Do you offer on-going training and development?" GPRS Sales Director Helen Wilson discusses the benefits of offering training to staff.

This is not an ideal situation for managers and business owners who have invested company money towards the training.

I attended an external training workshop recently, and whilst there were some like-minded people present who were also eager to make the most of the day, there were those who spent the day checking their emails, repeatedly left the session to make phone calls and, in the case of a few, didnt show up at all.

Fortunately, this doesnt apply to everyone but as training isnt, and shouldnt be, cheap, as a manager you need to ensure that you are getting a worthwhile return on your investment. Once youve booked the training and sent calendar invites to your team, dont just move on to something else and forget about it, expecting your staff to be prepped and ready.

In addition, there are steps that can be taken which may sound obvious but are often overlooked, to ensure that everyone makes the most of the training.

Feel free to share the below guide with your staff ahead of an external training day:

As a manager, following the training day it is then your responsibility to sit down with those who attended and evaluate the day, asking what they have learned and what they are going to put into practice.

Training days can be costly in terms of both time and money, so its important that managers and staff alike get some benefit.

With more time and planning put into it, its possible to see a greater return on investment from training days, and enables a more effective focus on the much talked about CPD.

Sarah Burns, Managing Director of GPRS Recruitment

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#CPD - Are you getting a return on your investment? - FE News

Personal development and growth are extremely important to me. Recently I had the opportunity to unlock training budget through PHDs Smart Fund (a training fund for high performers to pursue learning opportunities) to attend a 6-day intensive neuro-linguistic programming (NLP) workshop run by Arabella Macpherson, a communications coach with more than 10 years experience.

In simple terms, NLP explores the relationships between how we think (neuro), how we communicate (linguistic) and our patterns of behaviour and emotions (programmes).

The idea is that, by studying these relationships, people can adopt more successful ways of thinking, communicating, feeling and behaving.

NLP does get a bad rap and I believe deservedly for those that use it for self-gain. Used and taught in the right way, it can help fast track understanding of the brain and how to influence it for purposeful team and individual benefit.

With practice of specific techniques, communication and people interactions can become more meaningful and more successful.

For leaders of high-performing teams, there are two main challenges: 1. Dealing with individuals who have strong personalities 2. Getting individuals to act as a team and not individuals

The techniques I learnt at the intensive workshop have taught me some nuggets of gold. NLP works at both the conscious and sub-conscious level, which is why it is so effective.

In order to tap into the sub-conscious, techniques that an NLP practitioner could use include visualisation, metaphors, challenging and probing questioning techniques and hypnosis.

Ultimately, NLP can be used to improve and maintain the performance of teams. There are many NLP techniques that can be harnessed to improve team performance, Ive shared two which can help with the following scenarios:

Scenario 1 - We have all been there at some point. One team member who is demotivated, cant be bothered and is negatively impacting the rest of the group by not respecting team values and infecting the team with negative behaviour.

To be a middle of the road manager you need to understand everyones motivation, priorities and behaviours, how they operate day to day but most importantly under stress.

To become a more effective leader you should understand the teams individual baseline personality types and makeups. These change when under stress.

Having the ability to help team members understand their makeup is important which can in turn enable team members to stand at Cause (accepting responsibility for results/actions).

Ineffective team members with negative behaviours are at Effect where it is always someone elses fault. Having individuals with positive language patterns and empowering beliefs is key for high performance teams.

Scenario 2 - A team or individuals that lack understanding of what the goal is and how to get there. No one is motivated by ambiguity, without clear direction you will not get a effective, high functioning team with drive and purpose.

An effective leader needs to be able to communicate clearly and frequently. NLP puts emphasis on communication, because of the role of language in the thought and decision-making process.

Teams and individuals operate effectively when there is clear communication, clear goals and understanding of purpose.

There are five principles for success although the best approach is always to break down goals into actionable chunks, this will help create the framework to be successful.

It also sets you and team up for success by teaching to focus on feedback as a way to improve, not as a sign of failure.

This approach will have the group refining individual and group actions and outcomes until collectively you achieve the goal.

These insights are a couple of many which can help internal alignment (team/company) of values and goals. In turn creating a vision and ensuring the alignment of personal goals and values.

This helps create energy, motivation and momentum toward a joint point of effort.

Excerpt from:
How to use NLP for good within high-performance teams - AdNews

Engage employees and carry on a message every HR professional needs to hear as the transformation of work continues. As a strategy, employee engagement has always been a chief concern for human resources and leaders within any given company, but no one could have predicted when the concept was first introduced nearly 30 years ago, that it would have the impact on the business strategy that it does now.

Having said that, engagement isnt just about getting better results for the business, its about ensuring the companys longevity. And given recent statistical data, its become a financial imperative.

Thats an astonishing number, one that should spur every HR professional to place more focus on their organizations engagement strategy. Low engagement from employees can and will have a negative impact every part of the business from recruitment to retention.

In the guide below, the HR Exchange Network explores the topic of engagement in more detail. It takes a look an in depth look at what engagement is, the current state of affairs, effective strategies and a prediction of what is to come.

If one were to ask HR professionals from different companies to define engagement, there is a high likelihood different responses would be received. Some might take a numbers approach while others would take a psychological approach or a different approach altogether. As is often the case with other HR concepts, the definition really lies in the eyes of the beholder.

The term was first coined by psychologist William Kahn in a 1990 study titled Psychological Conditions of Personal Engagement and Disengagement at Work. In the piece, Khan studied two different workplaces: a very structured and formal architecture firm and a casual summer camp. From his observations, he defined engagement as the harnessing of organization members selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances.

Additionally, Kahn outlined three psychological conditions that allow engagement to exist:

Kahn further stated those individuals who are fully engaged with the organization will take ownership of their work and will be loyal to the organization. Additionally, he says engagement isnt a constant. Any number of experiences can cause engagement to change.

Of course, Kahns original definition has changed somewhat over the three decades since it was first coined. Instead of engagement being focused solely on the person bringing their full-selves to work, its more about the employees willingness to go above and beyond to benefit the organization.

What weve learned about engagement since its inception has colored the approach HR professionals and leaders have taken. An increase in engagement marks a positive impact of the business and a decrease marks a negative impact.

To understand more about employee engagement, here are a few quotes from HR professionals on the topic and associated issues.

High engagement through amazing culture and opportunities for your teammates is one of, if not the main drivers, in increasing teammate retention. Atrium Healths SVP of Workforce Engagement Sebastien Girard said. High retention and high engagement results creates less pressure on the organization and HR. It also means higher expertise, higher tenure, accelerated growth, and stronger productivity.

There is a direct correlation between the level of engagement an employee demonstrates and the amount of discretionary effort they are offer, World Travel Holdings senior vice president of Human Resources Debbie Fiorino said. An engaged employee is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organizations interests. This translates to a greater experience for our customers, which generates a loyal following. Loyal customers translate to revenue and profits.

I would say that engagement is harder to achieve today than it was 20 years ago, or in the past, because we are less engaging places to work. We used to have an ethos where employees would come to an organization; they would commit to an organization, build a career there and want to stay for life. The company would equally make a commitment that it would develop a career for life, ICON plc executive vice president of strategic initiates Don Kraft said. Companies would look out for people, protect them and invest in them. Over a period of time, we have invested less and signaled a reduced commitment to people. As a result there are many people, including a generation of young people, in their 30s and under, who have watched their parents, and perhaps themselves, impacted by these things. They are saying, "I cant, and therefore I wont, count on my employer."

HR practioners globally are looking for the right engagement recipe. As is often the case, the recipe is different for every company in every industry. As a result, it is often difficult for HR to know where to start. There is something to be said for looking at other companies, especially those that are similar, for inspiration, but the best place to start is internally. Here are five different strategies and theories as to how to increase employee engagement across the workforce.

1. Flexibility

Offering employees an opportunity to set and design their own schedule feels counterintuitive at first glance. Most HR leaders are conditioned to believe giving an employee the ability to set their own work hours will cause a decrease in productivity. A fair amount of research suggests the opposite is true. Employees given the freedom to set their own schedules are often more productive and happier employees. They are also more engaged in the workplace.

RELATED:12 Work-Life Balance Tips

2. Required Tools

When an employee starts working for a new company, he or she will expect to have the needed tools to complete their job responsibilities effectively. If the employee has access to those items and can work as expected, employee engagement will flourish. Deloitte calls this enabling infrastructure. Without the necessary tools, employees will disengage.

3. Employee Surveys

Employee feedback is important. Even more important is the need for leaders to listen to the feedback and act on that information. This isnt to say every leader has to do or put into practice every employee suggestion, but they do need to consider the feedback. Additionally, the leader must be transparent about the feedback and whether it will be put into action. According to an engagement report from Aon, this approach to feedback helps an organization quickly address problems, but more importantly it makes the employee feel valued. Thus, it increases engagement.

4. Manager selection

Its been said before: employees dont leave companies. They leave bad managers.Managers and leaders are critical to engagement success according to Gallup. The right leader knows their success and the organizations success is linked to the engagement of the employee. Hiring the right external candidate or internal candidate for a manager role; one whom possesses the ability to manage people effectively can have a positive impact on engagement rates.

5. Training and Development Opportunities

Investing in employees byoffering training and development opportunitiesprovides the atmosphere for workers to become more engaged. A lack of these opportunities typically translates to the employee not feeling valued by the company and will thus negatively impact the chance for engagement. Employees who are not invested will not support the company in any way other than making sure they can protect their job. At least until they can secure other employment.

When it comes to measuring engagement, there are several schools of thought on the issue. Some suggest an organic approach. Gathering data through conversations such as one-on-one meetings or team meetings. Others suggest a formal approach like engagement surveys that happen once or twice a year. These surveys can provide a wealth of data that helps indicate what engagement initiatives are working and how engaged employees actually are with the organization.

Engagement surveys differ from other types of surveys. According to SHRM, engagement surveys measure employees commitment, motivation, sense of purpose and passion for their work and the organization while other surveys, satisfaction surveys for instance, measure workers views, attitudes and perceptions of their organization.

The most important piece of measuring engagement isnt the measurement itself, however. Its all about how the results are shared and how the findings are put into action. If leaders have access to this information, share it and then dont capitalize on it, they can expect engagement scores to suffer in the future.

Engagement will continue to be a main focus moving forward. As eluded to earlier, this is directly related to the fact the workforce is transforming. Todays newest workers and their successors care more about personal growth and purpose than just getting a paycheck from employers. They want to make a difference while growing and building relationships with the organization and co-workers.

But changes in the workforce arent the only catalyst for the increased importance of engagement. It shares the spotlight with technology. Technology has revolutionized the way people work and engage with that work and one another. And technology, like engagement, is constantly in flux.

All of this points to the reality engagement continues to play, as it will in the future, a large role. Engaging these workers will be critical to future success, not only of the organization, but so too for the employee. Now more than ever before, the organizations and their futures hang on the success of their respective employees.

NEXT: Talent Acquisition: HRs Guide for Finding the Best Talent

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Excerpt from:
Employee Engagement: Everything You Need to Know - HR Exchange Network

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He may have been a time-trial specialist and won the World Championship title four times, the Olympic title twice, and the opening TT stage of the Tour de France five times but Switzerland's Fabian Cancellara endeared himself to his huge fanbase by being one of the most adaptable riders of his generation.

He won both Paris-Roubaix and the Tour of Flanders three times, as well as Milan-San Remo and the overall titles at the Tour de Suisse and Tirreno-Adriatico. Well-liked by his teammates at the likes of Mapei, CSC and Trek, since retiring following the 2016 Olympics, Cancellara can look back on a career full of highlights.

In a nutshell: The apprentice

After I won the time trial at the junior world championships for the second consecutive year in 1999, the Mapei team reached out and offered me a contract. Although I was desperate to sign for them, the situation was complicated by the fact that I was working as an apprentice, learning to become an electrician. I was in Bern, Switzerland, working three days a week and studying for two, and the balance between my education and my passion for cycling was tough for a young rider.

The mentality within the Cancellara household was that I needed to finish my studies, complete my mandatory military service, and then I could consider life as a cyclist. But everything changed when Mapei knocked on the door. This was the all-conquering Mapei, with the divine Colnago bikes and their distinctive kit; it was the team of glittering stars, where I knew that I'd be learning from some of the best minds in the sport. Immediately, I realised that this was my one chance. You don't say no to Mapei.

But back home, everyone could see that I was struggling to find the right path in life, as I tried to keep my studies on track, my family happy and my young career hopes alive. My electrician boss could see things clearer than most. He was wise and could recognise my love for school was non-existent, and that I was simply going through the motions. One day, he pulled me aside and agreed to give me an entire afternoon off to 'study', but he and I knew that what 'studying' really meant was riding my bike.

I used those hours to clear my head, battle my thoughts and apprehensions about the future, and, of course, to train like a demon. All my long-distance rides were done during those hours but, eventually, my boss sat me down again and said that I needed to make a choice, and that, once I'd made my decision, I needed to put my heart and soul into it. I gave him my word that I would follow his advice, and from that moment everything in my life was about cycling. It was my passion, my drive, my love, and my life. And then the wins came one after the other, with perhaps my favourite coming when I put my arms in the air at the GP Palio del Recioto, an important Italian race, in which I beat Franco Pellizotti on his turf.

In August 2000, I went to Mapei as a stagiaire. It wasn't just the star athletes that impressed my family and me. What stood out above all was how the team treated their riders. It all started with the owner, the late Giorgio Squinzi, who had a love for cycling no one could match, and to whom a generation of riders now owe so much. Giorgio's devotion trickled down through the team, from the directors to the riders, the mechanics to the soigneurs. It was magical.

They were the team that gave me my first Polar heart rate monitor, which at the time was a huge moment, and, through them, I learned about training. But more importantly, I learned about their ethos of vincere insieme 'winning together and what that meant.

I had some great memories with Mapei, not least in 2002 when they would send all the young riders like me to races and we would win consistently.

In a nutshell: Following the general

When Mapei closed its doors at the end of 2002, I needed a new team, and I ended up signing with Giancarlo Ferretti and his Fassa Bortolo squad. But Mapei and Fassa Bortolo couldn't have been more different. If Mapei had the culture of winning together, then by contrast Fassa Bortolo was simply the team that wanted to win. If Squinzi was the romantic, then Ferretti was the general a leader charging into battle with his troops behind him, and an iron will when it came to discipline.

For Ferretti, even training camps were treated like races. At one camp, he organised a 100,000 lire prize for a sprint on a particular training route he planned, and before the ride he saw me joking around with a few riders. That was all it took for him to march over and bellow, "Fabian let's see if you're still laughing and joking after today's ride."

Anyway, I won the prize, I took the 100,000 lire, and from that moment I went up in his estimation. He could see that I had a professional side and that I wasn't just a joker.

However, Giancarlo didn't care much for time trialling. One year we didn't receive our time trial bikes until the very start of the racing season, but he was more old school than some of the managers we see in cycling these days. He was an authoritative figure with a real presence. Always moving, always talking, from moment we had breakfast to the moment our heads hit the pillow, his message was always the same: "We're not here to make up the numbers. We're going to race and we're going to win."

There was never a "let's see" attitude with him. The general called the shots and I went along with that. Certain riders struggled to buy into that mentality, like Filippo Pozzato, for example. On the other hand, Juan Antonio Flecha loved it.

Giancarlo also didn't like it if you turned up at races or training camp in a brand new car. "Come with a banged up, dirty car," he would tell us. "You should be investing in property, not wasting your money on expensive cars." He had a totally different mindset when it came to luxury goods, but we had the luxury when it came to riders on the road, with a really talented team.

In a nutshell: I'm Spartacus

After three years, the Fassa Bortolo team, just like Mapei, came to an end. Luckily, I had already found a new home before the whole Sony Ericsson fiasco ruined Ferretti's plans. Bjarne Riis, who had built up his Danish trade team during the early 2000s, came in for me and, as with Mapei, I was instantly sold on the idea.

What came next was the most important phase of my career, and the years in which I learned the most. At Fassa Bortolo, I was relying on myself quite a bit when it came to gaining experience, but with Bjarne, he immediately made it clear that he cared about the person and not just the athlete. He organised those famous military-style camps, and they opened me up to so many different things when it came to maturing and my own personal development.

They were amazing years, with a lot of ups and downs, but Bjarne as a manager was taking care of so many things for us when it came to equipment and sponsors. Other teams had shown interest in me before I signed with him, but Bjarne was so detailed and so methodical about everything that I had no hesitation in joining him. It was an instant decision, but Bjarne wasn't just about the here and now he was always looking at the bigger picture.

For instance, after I won Paris-Roubaix in 2006, most people thought that I'd be selected for the Tour de France team but Bjarne decided to leave me at home. I had tears in my eyes when he told me that he was taking Christian Vande Velde because he needed another climber, but it turned out to be the right call. I ended up missing what turned out to a horrible Tour with everything that happened in Strasbourg [when Ivan Basso was sent home following his implication in Operacion Puerto ed.], and Bjarne made it clear that I should focus on the Worlds instead of July. He pointed out that I had a baby on the way and that the Vuelta would make for better preparation. He was right. I missed the Tour, got married in August, went to the Vuelta, and then won my first elite men's time trial title at the World Championships.

CSC, and later Saxo Bank, provided a supportive environment for a rider, too. So when I struggled in 2007 because of all the life changes that had taken place during the previous 12 months, the team put their arms around me and gave me the support I needed. That was a big deal because I'd struggled through the winter training camp with weight problems and, as a result, I was lacking form in the Classics. My results were terrible. So they sent me to the Giro d'Italia not as a punishment, but with the primary aim of helping Andy Schleck as much as possible, and from there I found my rhythm. I went to the Tour, and won the prologue in London, and then spent a week in the maillot jaune. 'Spartacus' was back!

It wasn't just a one-way relationship, though. In 2008, when I probably should have left the Tour early to focus on the Olympics, I decided to stay to help the team go for GC. I didn't want to miss out on winning the race. I gave everything I could for the guys and we rode into Paris with the yellow jersey [Carlos Sastre ed.], which was a really special feeling.

Some people think I was a rider who only thought of myself during my career but, when I look back, I think I was more than that. Some managers described me as a 'sure thing' when it came to winning races, but when I was required to work for others, I could do that, too.

During those years at CSC and Saxo Bank, I also learned from my mistakes, and there were many. Like how I rode the Worlds in Mendrisio, in Switzerland, in 2009. In races back then, I was always attacking and making mistakes either going too early or attacking at the wrong moment. It was't arrogance, it was just that I wanted to be aggressive, and race with panache. But, looking back, perhaps if I'd won the Worlds in 2009, I might not have won races after that because that experience galvanised me and helped me figure out that I needed to change the way I raced.

I was too sure I would win at times, and I wasn't using my head, but that changed after 2009. I realised that being the strongest wasn't always a match for being the smartest, and if I could be both, then nothing could stop me.

There were other tough times, for sure. We had the incident with the fake sponsor and, of course, there was all the CERA shit that was pointed to us in 2008. That was such a negative situation because some looked at the team in the 2008 Tour, saw how strong we were, and automatically thought that we were doping. I gained 10 kilos in three weeks because of the strain the CERA rumours put on me. I took two months off from cycling after the Olympics, like a big fuck you, but it was a rest from the sport that I needed, and I came back refreshed.

That's been a problem in cycling for many years, but I'll say this about Bjarne: he put money into helping the fight against doping. He set up external checks that helped pave the way for the UCI Biological Passport. At that time, he was the only team boss to do this, and if he doped or not to win his Tour de France, I don't care. He did a lot for anti-doping, but he still gets shit. On one hand, I understand that, but at the same time, he was still putting money into making cycling better for athletes.

In a nutshell: Closing my career on a high

If you ask me whether I felt bad leaving Bjarne, the answer is probably both yes and no. I had a contract in place with Saxo Bank for 2011, but I went to Bjarne and I asked if he would let me go. As you can imagine, he was bitterly disappointed. He knew that the Leopard project was happening, and while the Schlecks were always going to leave, I think he felt that I might stay.

It wasn't easy, but I talked to him during the Vuelta in 2010 and told him that I needed to go. Flavio Becca was telling me that he needed me, that the door was open, and I felt like I needed to take the next step in my career.

It wasn't that people were going against Bjarne, but almost the entire team was leaving for the new project. It felt strange, but I felt like I had to follow because you had the Schlecks, Flavio, Kim Andersen and Trek all involved. Almost the entire squad that had been around me at CSC and Saxo Bank was leaving.

On reflection, maybe Bjarne needed to take a step back, too, because, after so many years at the top, it's hard to keep your motivation and your passion at the very highest level.

My last years, though, from 2011 to 2016, were still a period in which I rode at the highest level, even though there were so many different combinations of directors, riders and sponsors around me. I worked with Kim, Brian Nygaard, Johan Bruyneel and then Luca Guercilena. I learned so much during that period about management and structures, and I loved seeing how everything worked behind the scenes.

I had chances to go to other teams in my career, but I always looked at the team's structure before deciding on my next move. Perhaps that's why I never went to BMC Racing. Don't get me wrong, I think that they were a fantastic team proven by their great success and I have a huge amount of respect for Andy Rihs and the brand, but if I'd moved to BMC Racing, then I would have needed to change a lot of internal aspects, and there would have been many rider changes.

I wasn't like Lance Armstrong, telling everyone in the team that this was 'my group', but I still needed support. I know that as a rider I could be egotistical and that I could be arrogant, but I always felt that part of that persona was needed to reach the very top. That was Spartacus perhaps not always Fabian. At the top, you don't have many friends, but you certainly have enemies. That's because everyone wants to be at the top and win, but if you win more than the others, then you're automatically going to lose friends.

But I always tried to be fair. There are some champions who would never pay for a round of coffees during rides, or who wouldn't appreciate teamwork, but I tried to live my pro career in the best way possible, whether it was buying a watch for a teammate or trying to persuade the management to offer a rider a one-year extension when perhaps it was touch and go.

When it came to the end of my career, I could have continued beyond 2016. Physically, I was still at the top, but mentally there was fatigue, and I felt that as the years ticked by there was more and more resistance from within myself to keep going. I wanted to decide the end of my career on my own terms and didn't want it to come down to a results issue or a health problem. And I knew in 2015 that the next year would be my last.

At the time, I didn't know exactly where I'd finish, and I could have signed for another two years. But, in the end, I left at the right time, with a medal around my neck [time trial gold at the Rio 2016 Olympics ed.] and on the top step of a podium. A professional rider could never ask for more. I learned a lot in my career: how to lead, how to win, but also how to grow. Each team taught me new lessons and prepared me for the next phase of my career. Nowadays, my life is different, for sure, but I still try to use my experience for the better.

Read the original here:
From apprentice to master: Fabian Cancellara's career through the years - Cyclingnews.com

SUCCESS LIFE: Jonah Nyoni

THINKING is the big game that every leader should engage in. It shapes the future, scales up possibilities and opportunities that any company has. But do leaders really think?

Thats an open-ended question that provokes the core of every leader. The truth is all people, leaders included, do think, but not most of them practise their potential, which is in quality thinking.

It is only that human beings were not given a robotic mind. Human beings have the power of choice.

But how can leaders use their thinking to the benefit of an organisation?

Leaders must have the right questions. Every leader must be inquisitive. Good questions solicit for good and appropriate solutions.

Why are things the way they are in my company? How can that be changed? Who do I need to change? Why do I need to change? When do I need to change?

Agility

Agility is the nimbleness and attitude to learn. Canadian-American motivational public speaker and self-development author Brian Tracy once said: Your mind is a like a muscle, it grows with exercise.

When you learn, you expand your mind, ideas innovativeness and repertoire. Your mind can function well when it has been opened by learning.

What is learning? It is the ability to acquire information that increases you capacity, effectiveness, and mental openness.

Its commonly said, your mind is like a parachute, it functions well when it is open.

Expose and open your mind through personal development, books and quality mental food. The functions of a parachute become known as soon as it is opened.

As long as it stays down, its true purpose is not accomplished. It is as good as non-existent and so are you. Get to your field and work only then can your destiny be fulfilled.

Learning makes adoptability and adaptability much easier. When you are informed, its much easier to tackle change.

The parachute adapts to the wind. When the parachute is open, it harnesses the wind energy and manipulates its power. It adapts so that it functions fully.

The winds of change are always blowing and those that dont want to upgrade, and adapt are soon left behind. Set your sails properly so as to benefit from any change.

American moral and social philosopher Erick Hoffer (1898-1983) once said: Learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exits.

Great leaders are not those that know it all, but those that are willing to listen, learn and change.

In Africa, for example, we are in this state because we have leaders that are not willing to learn and change.

I always wonder why in Zimbabwe, for example, we have great minerals, but we cant add value and beneficiate them? President Emmerson Mnangagwa should be given a clear and reasonable answer on this by Mines minister Winston Chitando.

Entrust

Thinking should not be centred on the leaders only. A great leader entrusts or delegates thinking to others.

People that you work with are creative, thinking beings. What you need to do as a leader is to positively provoke them so that you are given ideas to use. Dictators only want their thoughts to be heard and implemented.

Create a safe space

Great leaders create a safe space for the incubation of ideas, easy access and easy cross-pollination of ideas. Ideas are everything.

The world is controlled by ideas and the best way is to allow those that are led to give birth to ideas without hindrance. It is up to the current leader to embrace new ideas.

Systems thinking

How do we bring every part to work fluidly in a company? Systems thinking is all about involving all ecosystems necessary in the success of the whole organisation.

That synergistic approach to leadership makes all systems work coherently.

Parting Point: When African leaders step back and think, they will realise that power is not meant to suppress and limit people, but to empower others to become leaders as well. We are surrounded by leaders that cant listen to people anymore. Worse still they think they have the final say. Its time for the African leader to rise and think. We need to be liberated in our thinking.

Jonah Nyoni is an author, success coach and certified leadership/business trainer. He is the author of Inspiration for Success and Success Within Reach. Contact details: Tel: 0772 581 918. Email: jonah@classicmail.co.za. Twitter@jonahnyoni.

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Why leaders must learn to think - NewsDay

Mad Men was a fascinating television show that was a very intelligent show. It was a very conversational show that featured heavily on engaging chats between characters with long monologues taking place regularly throughout each episode. It also really highlighted the advertising industry and the difficulty of coming up with slogans and dealing with business propositions as the company grew.

RELATED: Mad Men: 5 Times Don Draper Was A Genius (& 5 When He Wasnt)

The writers did an excellent job throughout the show to create incredibly interesting and unique characters, and while the majority were smartly written, some were not. Of course, this was intentional, and within this article, we will rank the main characters based on their intelligence.

Betty Draper is one of the most important characters throughout Mad Men, but she isn't one of the smartest. While she isn't exactly dumb, Betty heavily relies on other people to help her make big decisions and ends up acting out at various points throughout.

RELATED:Mad Men: Dons Major Love Interests, Ranked

Spending the entire show out of work, Betty doesn't exactly thrive in that department either. While there can be no denying that she's a good mother and certainly loves her children, Betty often acts like a child herself, which is one of the reasons that it is through a children's psychologist she begins to improve.Betty is often incredibly naive to various situations throughout the show, from the working world to Don's adultery. She is a complex and interesting character, but she's not one of the smartest.

Bert Cooper comes across as someone who is incredibly smart, however, we don't actually see him make too many major decisions throughout the show. While he does have influence in all of the big decisions that happen, it is Don and Roger that are normally the main talkers.

Bert is quite a complex and unique character, but that doesn't mean he's not smart. He is always focusing on what is best for the business and is one of the most unselfish characters on the show. Sadly, we just don't see much of him to rank Bert any higher.

He might be one of the most annoying main characters on the show, but to his credit, Harry Crane does know what he is talking about. Harry is seemingly the only person on the show who knows that television and media is the way forward for the industry.

While the full switch of focus from print to media doesn't fully take place on the show, the start of that journey does take place. Harry is the man who spearheads the entire decision to push for television, gaining his own department, even though it only consists of himself. Harry tends to spend a lot of time kissing up to his bosses in order to gain promotions that don't really mean much. However, he clearly does have his finger on the pulse, which highlights his smartness.

He might be one of the most powerful characters in Mad Men, but that doesn't mean he's one of the smartest. There is a reason why people constantly question exactly what it is Roger Sterling does as a job throughout the show because it seems to just involve drinking and sex.

Roger is a people person, and that is the impact he has on the company. Constantly bringing in different clients with his charm, he certainly knows what he's doing in that regard. But even still, there are times when he's not smart enough as he doesn't think before he speaks all the time. This leads to Roger often putting his foot in his mouth and saying things he regrets as soon as he finishes talking. He might be loveable and charismatic, but he's not the smartest character.

Next on the list is Stan Rizzo, who is another one of Mad Men's most intelligent characters. He might not be featured prominently until later seasons of the show, but the more screen time Stan gets, the clearer his smartness becomes.

RELATED:Mad Men: 10 Best Costumes On The Show, Ranked

Talented in his work, Stan is also intelligent enough to always help others, mainly Peggy. He is always thinking out loud and it is through that and conversations that he has where Stan's intelligence is shown. He is smart in different ways in comparison to other characters, but he is certainly one of the smartest people on the show.

Even though Lane Pryce ultimately meets a very sad end on the show, that doesn't mean he's not one of the smartest characters. Throughout his time on the show, Lane continues to prove that he is one of the most intelligent people around.

RELATED:The 10 Worst Episodes Of Mad Men, According To IMDb

He is very much a numbers guy, and while that might not seem like it makes him intelligent, as he simply tries to cut costs, he certainly is. Lane understands the importance of different deals and how much money the company needs to stay afloat, which is something others don't get.

Joan Holloway is certainly one of the most intelligent characters in Mad Men. The show does focus on men predominantly, but the women of the show always tend to be very powerful, and Joan showcases that right from the start.

She knows how to work the system to her benefit, using her looks and charm to always get what she wants. It might take her a while to work out her value to the company, but when she does, Joan quickly ensures she gets what she deserves. Joan might not be creating fancy slogans and advertising posters, but she is just as valuable as everyone on this list. She simply knows how to play the game, and that is an incredible skill to have.

People might be surprised to see Pete Campbell rank this high on the list, but just because he can be quite a slimy character doesn't mean that he's not a smart one. Pete knows that sometimes underhanded tactics are needed to get what he wants, and there are no lines he won't cross to get them.

RELATED:10 Great Mad Men Characters That Deserved More Screen Time

Pete works his way up the ranks in the company throughout the show, and by the end of Mad Men, it is clear he is one of the best around. Sure, he might not be the nicest guy in the world, but he is one of the smartest. Pete is the first character to realize there is a market for advertising to African American's, smartly knowing that barriers should be broken in that regard, proving his intelligence.

While the main focus of Mad Men is all about Don Draper, there's no denying that Peggy Olson is an equally important part of the story. Her rise from simply being on Don's desk to being one of the top advertising writers in America is very impressive. During that journey, Peggy also shows her growth as a person as well. While she starts out very naive of the advertising world, Peggy quickly learns on her feet and begins to develop and starts to stick up for herself.

Not only does she develop into a fantastic writer, who is arguably the most impressive of all the main characters, but her personal development is key as well. She knows how to manipulate people in the right way and is certainly one of the smartest characters on the show.

While he might have a few moments where he slips up, for the majority of Mad Men, Don Draper always seems to be one step ahead of everyone else. Draper is the lead character of the show, and he is the one who drives the advertising agency with his fantastic work.

He is smart enough to keep the majority of his affairs a secret and knows that his love life should be private as much as possible. But it is really in his working life where Don proves himself to be the brains of the show. Constantly coming up with the next big idea to win over a client, or a smart presentation with a catchy slogan. There is a reason that he is the best in the advertising game during the show, and it's all down to his smartness.

NEXT:Mad Men: 10 Most Hated Supporting Characters

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Mad Men: Every Main Character Ranked By Intelligence | ScreenRant - Screen Rant

A dog that helps students struggling with mental-health issues has won praise from Ofsted inspectors.

Bexhill College in East Sussex was commended in a short inspection report published on Monday because students benefit from the calming influence of Harry the therapy dog.

The inspectors said: Because of his presence students are less anxious before examinations and, for some, they gain confidence by walking him around the campus.

The use of therapy dogs is a growing trend in further education colleges.

FE Week has found at least 28 that have recruited their own dog and many spend thousands of pounds on the therapeutic service. Some animal charities have warned against the practice, however, claiming it can be extremely stressful for most dogs.

While there is a lack of research in the UK, studies in the US claim to have shown that the dogs can reduce stress and increase energy levels for students.

One college that this newspaper spoke to bought a puppy for 1,600 and pays for its annual costs, but most use staff or student volunteers who bring in their own pets. Others receive visits from external organisations, such as Therapy Dogs Nationwide.

Students are less anxious before exams because of his presence

FE Week spoke to five of the colleges to find out more.

Shooters Hill Sixth-Form College, based in Greenwich, south-east London, improved from a grade three to a two in a full inspection published on 13 November, in which inspectors said students really value the comfort they gain from a therapy dog [Findlay] when they are worried or anxious.

Findlay the labradoodle meets reluctant students at the college gates, goes on timetabled walks for those struggling with anxiety issues and even acts as a life model in art classes.

The colleges principal, Jan Atkinson, said Ofsted was very complimentary about Findlay, who comes in four days a week.

The college learns a lot about students with anxiety who tell us what they may not [otherwise] during their time with the labradoodle.

Atkinson said other students ask to see Findlay if they are upset. It is all about personal development and wellbeing of the staff and students, she added.

The college used Pets As Therapy (PAT), a national charity which organises volunteers, to get Findlay accreditation as an official therapy dog. His owner is Atkinsons personal assistant and offers his services for free because she sees the benefit.

Atkinsons tips for introducing a pet include bringing in a really placid dog who is very socialised although she acknowledged that some students have a phobia of dogs.

Jeffrey of Leeds City College

Leeds City College spent around 1,600 on Jeffrey, a cockapoo, who will be two next week. He is cared for outside of opening hours by Emma Langford, the colleges deputy head of childcare and public services, who estimates that his annual costs, including insurance, vet bills and food, total around 1,000. These are covered by the college.

Jeffrey is awaiting an assessment with PAT to become a registered therapy dog. The college then hopes to use him to make links with other institutions, such as Leeds Beckett University.

Langford explained that the cockapoo has some timetabled sessions where he sits next to certain students if they lack focus.

A group studying maths, for example, who lacked confidence, requested his presence. The students are all attending [more regularly] now and said he makes us stay calm and listen.

I think every school and every college should have one

Langford said the dog also brightens the day up for staff and, if they are having a challenging day, Jeffrey can help by visiting the staffroom.

Jeffrey has his own Instagram account which is used to deliver messages, such as revision reminders, to his 1,100 followers. A photo of Jeffrey with Gavin Williamson was posted on 6 September when the education secretary visited the colleges Quarry Hill campus.

Langford said: The first year was very demanding, with challenges in making sure he went outside every hour. She recommends having a rota and maybe a base where it is accessible to go outside.

Kingston Maurward College may have been one of the colleges to start the practice. Nicky Porter, the assistant principal, told FE Week that she started bringing in her own dog, Fred, when she began work at the college in Dorset around 20 years ago.

The land-based college now has a dogs on campus policy, with staff allowed to bring their pets into work once checks have been made.

We are always very clear with students, if they are not comfortable, to tell us, Porter said. She estimated that about ten dogs regularly visit the college.

Animal welfare has to be taken into account

Students in Kingston Maurwards animal science building may be given a time-out card if they are feeling anxious, stressed or worried. They then spend five minutes with Ernie, the principals black labrador.

When students return they are completely different and praise the practice in course reviews and self-assessments.

Hector, a border collie, is the colleges only registered therapy dog. He is owned by the library support assistant, who has never asked for a contribution for the costs, although Porter said it was definitely something we would do.

The assistant principal recommended the adoption of therapy dogs by other colleges especially with the rise in concern in mental-health issues for students. [Therapy dogs] are almost another side to your students welfare team.

Hector from Kingston Maurward College

Dotty, a seven-month-old labradoodle spends every day at Bath Colleges special educational needs and disability centre. Students with social, emotional and learning difficulties need to think about her needs as well as their own, the importance of listening to each other and sequencing instructions, according to Caroline Pack, Dottys owner and a college lecturer.

However, the college has to be careful with one student who gets very nervous in the labradoodles presence.

Pack said: The main benefit of taking her in is getting the students interacting with her and each other. I think every school and every college should have one.

At Barton Peveril sixth-form college in Hampshire, Barney, an eight-year-old chocolate Labrador, has been going in once a fortnight since May. Her owner, Shelley Hughes, is the colleges nurse.

Barney has acted as an ice-breaker for students who need additional support but might not usually come forward.

Matthew Robinson, National Volunteer and Events Manager at Pets As Therapy, which has 6,000 volunteers who use their own pets to visit locations including hospitals, said there was an incredible amount of demand for the service which we just cant meet at the moment.

PAT volunteers must pay an annual subscription fee of 19, which covers them under the charitys insurance. The registration process involves submitting proof of vaccinations, two independent referees and an assessment of the owner and dog together as a team by a trained assessor who checks that the pet is happy being cuddled.

Main benefit is getting the students interacting with her and each other

Dogs generally enjoy the interactions, Robinson said. Animal welfare has to be taken into account.

But animal charities are not so keen. The RSPCA discourages education establishments from keeping and looking after animals, adding: Unfortunately, it is not uncommon for pets intended to live at a school to require rehoming.

The Dogs Trust strongly advises against introducing a dog to an education environment as it can be extremely stressful for most of them.

While Robinson said he had not heard any horror stories, if there are reports of a dog snapping or getting worked up, their visits stop and a reassessment is arranged.

Therapy dogs have become increasingly popular in the US over the past decade, according to a 2017 study by Troy University, based in Alabama.

And research in 2018 by the University of British Columbia (UBC) in Canada found remarkable results as participants reported significant reductions in stress as well as increased happiness and energy immediately following a drop-in therapy dog session.

Stanley Coren, study co-author and professor emeritus of psychology at UBC, said: We found that, even 10 hours later, students still reported slightly less negative emotion, feeling more supported, and feeling less stressed.

Former education secretary Damian Hinds has previously admitted that he had not realised the incidence of wellbeing dogs in education providers until he visited classrooms. He said it was a great thing for learners and can be really uplifting.

The idea is not just restricted to domestic pets. In Florida, Bubba, a therapy alligator weighing almost 14 stone, visited a school for children with autism.

Liz Maudslay, policy manager for learners with learning difficulties at the Association of Colleges, acknowledged that some institutions were introducing dog therapy with successful outcomes, particularly for those who experience anxiety and depression.

She added: It is completely up to individuals if they want to take part in this kind of therapy and colleges always prioritise the health and safety of their staff and students.

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Ofsted praise college therapy dogs as popularity on the rise - FE Week

Date posted:27/11/2019 Application closing date:11/12/2019 Salary:9.73 per hour Package:plus excellent benefits

Job description

We are currently looking for a number of part time Cleaning Assistants with various shift times being offered across our campuses. This is a great opportunity to start a career with us on a permanent basis.

As part of the Property & Facilities cleaning team you will provide a flexible customer focused service across our campuses. You will ensure a clean andsafe working environment for all students, staff and visitors to Edinburgh Napier University.

Shifts we are looking for are as follows by campus:

Craiglockhart

Monday - Friday 0600-0900, Monday - Friday 0600-1200, Monday - Friday 1700-2000, Wednesday - Friday 0600-0900

Merchiston

Monday - Friday 1800-2200, Monday - Friday 0600-0900

The role

Daily duties will involve cleaning offices, public spaces, all kitchen areas, labs, meeting rooms, stairways, toilets, showers etc. Throughout this position, you will adhere to relevant statutory regulations especially in relation to waste management.

This role is manual in its duties so a level of physical fitness is necessary, long periods of walking and pushing/pulling equipment, bending, mopping, etc

You will be flexible in your approach to working place; candidates must be aware that on occasion staff will be asked to work on a campus by their supervisor eg providing cover for colleagues due to sickness or holiday cover to ensure the University and departments needs are met.

Who we are looking for

We are looking for committed, flexible and reliable individuals to join our team. Ideally you will have previous experience in cleaning in a commercial setting but what we are especially interested in is your customer service delivery skills. Our cleaners are an integral part of our team and you will be expected to communicate with students, staff and visitors to the University so a friendly and approachable demeanour is essential.

This fantastic opportunity to join a collaborative and supportive team will not only allow you to provide excellent customer service to the University but will also allow you the chance to receive training, personal development and career advancement within the University.

Applicants must demonstrate:

Desirable attributes

To know more about this exciting opportunity pleaseclick hereto view the role profile.

Benefits we offer

In return, we offer a great working environment where we support ambition, recognise achievement and offer an attractive benefits package. This includes a minimum of 36 days annual leave pro rata'd for part time (includes bank holidays), a generous pension scheme, professional development opportunities, discounted access to onsite sports facilities and a wide range of other staff discounts

Salary: GBP 9.73 per hour Grade 2

Additional Information

Please apply with a CV and cover letter to k.crabbe@napier.ac.uk quoting job reference 0000007219

Closing date: Wednesday 11th December(midnight GMT) Interview date: Wednesday 18th December

The University is committed to inclusion, demonstrated through our work in respect of our diversity awards and accreditation's (Advance HE's Athena SWAN Charter) and holds Disability Confident, Carer Positive and Stonewall Scotland Diversity Champion status.More details can be foundhere.

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Cleaning Assistants job with EDINBURGH NAPIER UNIVERSITY | 187754 - Times Higher Education (THE)

Media Bounty won the Grand Prix at The Drum Agency Business Awards 2019, having already clinched the Social Media Agency of the Year and Corporate Purpose awards. Here, the agency reveals how and why it is has put ethical standards at the heart of its business philosophy.

The challenge

We are Media Bounty. A creative social media agency with a conscience. For us, corporate purpose means more than just words. It means stepping up to take responsibility for effecting change.

We are facing unprecedented threats to our way of life and very existence we believe individuals and businesses have a responsibility to effect social and environmental change, and we seek to partner with brands taking this responsibility seriously. In fact, consumers are demanding it.

The 2019 Havas Meaningful Brands report suggests 55% of people believe companies have a more important role than governments in creating a better future.

Of course, this social and environmental consciousness is becoming very fashionable in 2019. But not many agencies have a 10-year track record in this arena. We do.

The strategy

Protecting our world for future generations is central to our vision (along with the long-term growth of our clients and our people). That means having an environmental conscience, but also working in a socially conscious way and embracing genuine transparency to effect change in our industry too.

Environmental

Since our inception 10 years ago, we have supported our charity partner, World Land Trust - an international conservation charity protecting critically threatened habitat, acre by acre. To date, we have donated in excess of 58,000, saving habitat equivalent to the size of Monaco (and some!).

This support has been consistent since we started the business, with us making a donation for each client project we undertake meaning weve donated even when historically we havent made a profit. But we are more than just a donor. We have invested time, as well as money, over the long-term. One of our directors is an ambassador for the charity and our whole team is engaged with the cause. We frequently undertake pro-bono work to support the charitys comms. This year we produced a comprehensive social media strategy for them, volunteered at their events, and continue to work on an ongoing consultancy basis.

In Q4 2018 six of us fundraised in excess of 2,000 by walking the Thames Bridges Trek to raise money to protect the Nangaritza Valley in Ecuador.

Later this month we are closing the agency to join the Global Climate Strike and have been approached to talk to other agencies in the Create & Strike movement about how they can clean up their acts with regard to the type of companies they work with. We blacklist certain industries we have turned down lucrative briefs from petrochemical, tobacco and gambling companies in 2019 alone.

We are also organising a canal clean with former employee and #PlasticPatrol founder, Lizzie Carr. And were proud to use 100% renewable energy, be militant about recycling (Gold status with First Mile recycling!), choose eco office products where possible, and work to reduce our carbon footprint.

Social

Since the agency was founded, we have offered all staff up to five days supplementary paid leave for voluntary work in the community as a contractual benefit. To date, our employees have partaken in a broad range of activities including: listening to school children read in schools; supporting youth groups with mentoring and summer camps; cooking meals in homeless shelters; gardening for an urban bee project; building an artificial reef in Thailand; and supporting the elderly LGBTQ+ community. We strongly believe this supports our employees personal development as well as benefitting the community and/or environment.

Earlier this year we also undertook a pro-bono media campaign for Clarity (soap company) which provides employment, training and support for people with disabilities.

On a more personal level, we believe in offering staff a genuine work/life balance and were early adopters of flexible working. This revolves around core hours of 10am to 4pm and employees can time-shift their day either side of that. Working from home is also an established part of our culture. In practical terms, this means that one member of our staff has just successfully completed his MA and made this compatible with a full-time role. In addition, we have a number of parents working part-time, all on different working patterns.

Industry

We passionately believe in dealing responsibly, openly and fairly with clients and potential clients. We are strong advocates of genuinely transparent media, and have a zero-tolerance policy towards bribery, corruption and anti-competitive practices. We rally against the culture of rebates and marking up third party costs. By maintaining these ethical standards we believe we are able to maintain the trust that is essential for long-term client relationships to flourish. Our greatest achievement in this area has been the establishment of the Conscious Advertising Network (CAN), founded by our MD, Jake Dubbins and strategist Harriet Kingaby.

The initiative seeks to ensure industry ethics catch up with the technology of modern advertising, by, for example, eradicating ad fraud, producing diverse content, and ensuring brands are not funding hate speech or fake news. We are proud partners of Fenestra and offer complete transparency in the ad buying supply chain.

In the context of all of this, we want to work with brands to help them find their brave. Were immensely proud of our work with Bodyform which has broken taboos around menstruation and female bodies and helped them achieve recognition as Brave Brand of the Year in Q4 2018.

The results

2019 saw the official launch of CAN. As co-founders Jake and Harriet formed this voluntary coalition of more than 60 organisations to ensure industry ethics keeps pace with digital technology.

The aim is to actively encourage the advertising industry to adopt a leadership position on these ethical issues by embedding relevant criteria into company internal policies, creative guidelines and agency briefs. The initiative has the backing of ISBA and led to Jake being invited to address the UN Compact on Migration in Marrakesh in December 2018.

Media Bounty has led the way in adopting the principles it helped to formulate. We have just been shortlisted with Fenestra for the Tech Transparency Award in the M&M Global Awards for International Media and Marketing, for work we did with Method & Ecover.

We are also honoured to have been chosen by Greenpeace and UKSGN to work with them on a media campaign for the Global Climate Strike later this month.

We love their commitment to ethical advertising, something which is very important to us an ethical and transparent brand, and sets them apart from their competition. Media Bounty care and are truly committed to doing the right thing, partnering with us to achieve the most efficient, effective and engaging campaigns weve ever had. - Holly Rix, Head of Brand, People Against Dirty (Method & Ecover).

The relationship we have with Media Bounty is hugely important to us as an organisation. Their passion for what they do, what we do and their ethical approach shines through and we are extremely pleased to be working with them. - Dan Bradbury, Director of Communications & Development, World Land Trust.

"Great boutique agency that always delivers challenging, engaging content. Understands brand DNA and business context and able to adapt team structure to respond to business needs. A pleasure to work with." - Nicola Coronado, marketing director, Essity (parent company of Bodyform).

Media Bounty was a winner at The Drum Agency Business Awards 2019.

Originally posted here:
Conscious advertising: why Media Bounty puts purpose at the heart of its agency model - The Drum