When was the last time you reviewed your LinkedIn profile to make sure it’s really working for you? Gone are the days when the sole need for this was to secure your next position; millions of us across the globe now use LinkedIn on a daily basis for to seek new ideas and opinions, network and help others.
That said, if you are looking for your next move, it pays to make sure your profile really sells you in the best way, and that doesn’t mean it simply existing to be a carbon copy of the content on your CV. You can significantly multiply your profile views, connection requests and messages by taking some simple steps, such as having a great profile picture, a good balance of interpersonal skills / technical expertise and optimised keywords.
We love this ‘cheat sheet’ from Leisure Jobs. Even though LinkedIn significantly updated their interface in January 2017, much of the cheat sheet still holds true. Click the image below and put some time aside to work your way through your LinkedIn profile to give it the spring clean that it deserves!
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‘Managers who don’t know how to meet the engagement needs of their team become a barrier to employee, team and company performance’, suggests a recent Gallup poll.
The global poll found that disengaged employees outnumber engaged employees by almost 2:1 (24% vs. 13% respectively), so can we then presume that on a worldwide scale, more people find their working lives dissatisfying rather than delightful?
An engaged team is naturally the more preferable option, delivering better results across the board in terms of higher employee retention, customer satisfaction ratings and of course profitability to name but a few benefits.
Are managers to blame?
In a way. But it’s a tricky one.
We can’t levy all of the blame at the manager’s doorstep. Whilst it is undeniable that they have a huge amount of collective influence, we must also consider the impact of organisational culture and the infrastructure in place to support them to be able to effectively manage and lead their teams.
After all, if a manager is brought into a company that has little or no concern for their people, should we then be surprised if the manager adopts a similar style? This lack of concern can be seen in many ways such as ignoring suggestions, telling not asking or the mis-match between corporate values and behaviour demonstrated, particularly from senior leaders.
Let’s be clear: there is a big difference between a manager who actively chooses not to engage their team and one who is not supported to work in such a way. The former must always be performance managed, but we mustn’t paint all managers with the same brush.
‘Appropriately trained and aligned managers are vital to the execution of the company’s mission and to the development and engagement of employees.’
There are a huge number of factors that can impact employee engagement levels, but to see a significant increase a few of the top areas to focus on include:
- As mentioned, organisational culture, including strategy, mission, purpose and values must be aligned to provide a unified direction, and this must be driven from the top.
- People (not just managers) must feel empowered rather than micromanaged.
- People (particularly managers) must be invested in and supported, both on-the-job and in the long-term through management and leadership development and training.
Coming next week: Part two of our look at the importance of developing Emotional Intelligence as an interpersonal skill.
Get in touch to find out how we can help your people and your business to develop their competence.
At Right Trax Training, we use personality profiling to support our own, often opposing styles…which can be ‘fun’!
Personality profiling is something that we feel passionate about. For us, we deliver much in the way of MBTI and Insights Discovery training and workshops. Tools like these can benefit the workplace and relationships immensely, if used in the ‘right‘ way.
Here’s an overview of how we differ:
|Conscious preference||Introverted Thinking||Extroverted Feeling|
|Myers-Briggs Type Indicator®||ISTJ||ENFP|
|MBTI Personality Types®|
|Insights Discovery® conscious colour order|
Perhaps the biggest benefit however, is using the information to show us where each other is stronger (yes: and weaker), so that we can bounce off each other – which works great whether we’re deep in the detail of a proposal or facilitating events at fast pace!
All too often, we hear that opposites clash, and that we will lock horns with anyone very different to us. Of course, that may be true sometimes, but truly understanding our own preferences allows us to adapt and connect much more effectively with those around us, so that we easily complement and synergise with those who are opposite to us.
|Tendency to…||Focus on detail and pragmatism||Focus on the intuitive and possibilities|
|Aim for perfection||Know when good is good enough|
|Might say…||“Have you proofread this?”||“I gave it a quick scan!”|
|“But how is it going to work?”||“We’ll cross that bridge when we get to it.”|
|Key strength||Analytical and systematic||Interactive and inspirational approach|
|Key weakness||Impatient with others he sees as having lower standards||Can over-react to relatively small issues|
|When communicating, do…||Respect his values and principles||Be alive and entertaining|
|When communicating, do not…||Dismiss his thoughts or ideas as negative||Assume that her sunny disposition means that she agrees with everything you say|
|Can easily leverage…||Critical analysis||Generating quick ideas|
|Consciously focuses on turning up…||Energy for training delivery and facilitation||Attention to detail|
Get in touch to find out more about the MBTI and Insights Discovery training and workshops that we offer and how they can help your people and your business!
A simple Google search for ‘training providers uk’ delivers over 60 million results, so where on earth do you start?!
Of course, word of mouth, referral and customer testimonials are important, but you still need to make sure that the ethos and approach of the training consultancy that you choose will be the best fit for your business culture and development need.
At Right Trax Training, we pride ourselves on approaching development in a different way to most. We offer a learning and development consultancy service that matches if not exceeds the quality of other big players in our marketplace through our personal approach.
Taking the time to get to know you, your business and your challenges, we create tailored interventions that support your people but ultimately, grow your business and the bottom line.
Want to know more? We’d love to hear from you so get in touch to find out how we could be the training consultancy for you!
In The People Formula, Jane Sunley aims to ‘dramatically improve the performance and profitability of your business’ through the application of 12 steps which address many important business challenges. These steps address issues such as how to get buy-in from the top, driving employee engagement and delivering practical learning and development. The book is not written solely for HR professionals, but should be relevant no matter the size of your organisation, whether you are CEO, HR Director or someone in between.
What’s It Like?
What sets The People Formula apart from many of its counterparts is the no-nonsense and down to earth writing style, which at once makes the material more accessible and understandable in terms of how to pragmatically apply the advice in the real world. Each chapter is backed up with short and snappy real-life examples and advocates (“Don’t just take it from me”), with lots of space throughout for the reader to make personal notes and commitments.
The book addresses the important ‘why’ and ‘what if’ questions rather than just the ‘what’ and the ‘how’, with focused and relevant statistics (for example, to highlight the importance of digitising social media in HR). There is lots of great advice offered, particularly on highlighting the importance of the employer brand, targeting culture and values and getting internal communications right by keeping it simple and not assuming all messages have been received.
Some of the main positives to The People Formula also transfer to the main criticism, which is that it attempts to cover so much ground in the 12 steps. This gives each chapter between eight to fifteen pages of content, so often at the end of a chapter it feels like great tips and advice have been offered, however it doesn’t offer much more depth in knowing how to go forward. The light and easy layout, with ample space for notes and lots of white space between chapters may also give a nod to bulking out the sometimes limited content across more pages.
The People Formula encourages focus on something often forgotten in the business world: the people (in case you hadn’t guessed that from the title!). It avoids the intangible, which is regularly associated with the HR profession. It is recommended for an excellent overview of how to get a myriad of important challenges right, but may leave the reader wanting to refer elsewhere for the nitty gritty.
Originally posted on trainingzone