To ensure this safe environment, the PGA of Canada has updated its code of professional practice and developed the PGA Code of Professional Conduct and Safe Sport Policy, which includes education and policy that will further strengthen our members ability to provide a respectful and welcoming environment for golfers throughout the country.

“As leaders in the golf industry, we must ensure the safety of all of those who enjoy the game throughout the country,” said PGA of Canada President Teejay Alderdice. “The Safe Sport framework developed will serve as a guide for our association to follow and infrastructure we encourage facilities to implement into their policies.”

What Is Safe Sport?

Safe Sport refers to the process and measures implemented to protect and effectively care for the health, well-being, and human rights of all participants in the PGA of Canada community, especially children and youth. Individuals participating in all disciplines of golf in Canada, including athletes, coaches, officials, sport administrators, volunteers and others should be able to engage in a sport environment free from abuse, discrimination and potential harm.

This Safe Sport webpage includes a group of specific policies that collectively promote a Safe Sport environment by communicating expected standards of behaviour. These policies also enable consistent, immediate, appropriate, and meaningful action should any issues arise.

Should any individual wish to report any instance of misconduct or maltreatment, they may do so directly through the PGA of Canada’s independent Third Party as identified in this set of Policies. The Case Manager will then refer to this document to determine the appropriate forum and manner to address the report.

We encourage all PGA of Canada members and anybody involved with golf in Canada in any form to read the PGA Code of Professional Conduct and Safe Sport Policy to ensure a safe and healthy environment for all golfers and athletes.

In addition, there are a few great PGA of Canada courses and resources available to members who would like to learn more about Safe Sport and implementing it at your facility: Respect in the Workplace, Respect in Sport for Activity Leaders, CAC Safe Sport Training.

ESET is a CPG Business Partner and member of the Business Club by CPG – Find out more here

According to new research from ESET, 80% of businesses worldwide are confident their home-working employees have the knowledge and technology needed to handle cyberthreats to company finances.

ESET surveyed the attitudes of 1200 senior managers across the UK, US, Japan and Mexico for the business segment of its global financial technology (FinTech) research, exploring their attitudes toward security and FinTech.

While many businesses expressed confidence in the face of cyberthreats, the same research also showed that nearly three-quarters (73%) of these businesses also think they are likely to be impacted by a cybersecurity incident, and half said they had experienced a cybersecurity breach in the past. Could businesses be overestimating how safe their employees are?

It is no secret that since the COVID-19 lockdowns began, we have seen a significant increase in cybercrime targeting remote workers. COVID-19 has created a range of opportunities for cybercriminals, with the panic around the coronavirus and the uncertainty caused by the rapid transition to remote work setups affording malicious actors a greater chance of success in their attacks on individuals and organisations.

As employees left the office and dispersed across various locations, devices and networks, certain deficiencies in some businesses’ security stance have likely been exposed. Many companies have had to transition from the firewall approach of the traditional office to a new distributed model. While ESET’s research shows that the majority of businesses feel that their employees are able to handle the accompanying risks, there are a series of new challenges that they may be underestimating.

The inherent risks of remote working

Working from home means employees are connecting to the internet via their personal home router, and this means that company data can be exposed to all the dangers of public networks. So when accessing corporate intranets, using a virtual private network (VPN) is vital to creating a secure, encrypted connection.

However, issues such as slow internet, domestic distractions and simple forgetfulness can cause even the most security-conscious employee to make a mistake and connect without a VPN. This has the potential to expose individuals to malicious actors looking to spy on personal and company data. Therefore, don’t allow employees to connect to your company’s internal systems without using a VPN. For extra security, require your employees to enter a one-time code (multifactor authentication) in addition to a password in order to access your intranet.

Another issue posed by home working is that it can be tempting to switch from device to device. We live in a highly connected world, and with opportunities for socialising and leisure activities limited, we are all spending more time on our personal computers and mobile devices. Using said personal devices to check work emails or do a small task here and there can be potentially dangerous, as non-work devices are less likely to have the same levels of protection that work devices often have installed.

Similarly, it is just as easy to make the same mistake the other way round, by visiting risky websites such as torrent pages or adult sites. These may expose work laptops to online threats, which is particularly dangerous when the device in question can provide hackers with access to invaluable corporate data.

Lastly, there is the ever-present threat of phishing, which has been a prominent threat through the pandemic. With the health crisis providing new hooks for creating convincing phishing emails and text messages, there is a heightened risk that employees will click on malicious links or attachments and allow themselves to be duped by social engineering attacks.

How to secure your employees and your business

Because remote working has changed the way in which we interact with our teams and our colleagues, it can be hard to keep tabs on the extent to which each employee is aware of the steps they need to take to protect themselves and the company. This is why it is important to have regular training and guidance on the importance of cyber hygiene.

It is crucial that every member of staff is proactive in making sure that their devices and files are secure, and in order for this to happen they must be made aware of the dangers that can be caused by behaviours such as using an insecure connection or device, indiscriminately clicking on links, or visiting risky websites. For some pointers on how to stay safe when working remotely, check out ESET Chief Security Evangelist Tony Anscombe’s top tips on WeLiveSecurity.

With that being said, the internet can be a dangerous place, and threats can be difficult to keep track of. No matter how much we know about cybersecurity, it is always possible that we could slip up. As a result, it is more vital than ever to have trustworthy, reliable security software to protect your business. To find out about ESET’s solutions for businesses, head over to their website for more information.

READ THE ESET BLOG

VISIT ESET

Unlike its publicity-courting cousin, running, walking is rarely associated with leadership and success. There are relatively few examples of Fortune 500 CEOs ‘powering through’ a 20k stroll on their way to work, nor prime-time comedians ‘sauntering’ through the Sahara Desert for their latest charity/publicity drive. Walking is an also-ran in more ways than one.

And yet, a quick flick through the history books reveals enough famous walkers to more than rival their more fleet-footed counterparts.

From Beethoven to Steve Jobs and the Queen, walking has helped many a historic heavyweight to achieve success in their chosen field, even if they haven’t yet felt the need to brag about it to their favourite financial journal.

As scientists will attest, walking offers an array of benefits for regular practitioners.  Aside from the obvious physical perks of regular exercise, there are the various mental benefits to consider.

Walkers tend to enjoy lower stress levels, as well as increased cognitive function.  To add to this, a recent study by Stanford University found moving around led to an increase in creativity in 81% of participants who had previously been seated.

The only area where walking really falls short (aside from the crummy PR team behind it) is the obvious time commitment involved.  This may explain why it’s rarely the activity of choice among time-pressured modern professionals.

The flipside to this is that, contrary to more aerobically challenging activities, it can be crow-barred relatively easily into the working day.  As well as being the perfect option for a reinvigorating, yet sweat-free lunch break, it is a great way to put a new angle on interviews, one-on-one meetings, and brainstorming sessions.

The most potent pro-ambulatory argument, however, is perhaps the fact that walking is what we humans are originally designed to do.  Not pounding the pavement clad in lycra or expensive running shoes, or – worse still – wedged in behind a computer screen for 10 hours straight.

Walking may not win you any awards in the image stakes, but your body (and possibly career) will thank you for it.

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: LinkedIn; Design School; Inc.com

Goldman has been featured in The Wall Street Journal, BBC, Mashable, The Next Web, SmartMoney, Workforce.com, ReadWriteWeb, The Star-Ledger, ClickZ, and InformationWeek.

@jeremarketer

A lifelong entrepreneur shares his secrets to building a more productive work environment.

Cultivating a happy and healthy work environment is vital to the success of any business–and even more important is developing a sense of community. With the dawn of a new year, it’s a terrific opportunity to look at your corporate culture and see where you might be able to improve it.

Here are six ways to develop and maintain a more positive corporate culture.

1. Establish Trust

A sense of trust is vital to all personal and professional relationships. The best way to build trust is through active listening and open communication. If you are willing to let your guard down and demonstrate that you can truly listen, chances are that others will reciprocate.

“When it comes to establishing positive relationships with your coworkers, the most important thing is to get to know them first as individuals,” says Dorie Clark, author of Reinventing You. “No one likes to be treated ‘instrumentally’–as someone whose only value is in what they can do for you. Instead, ask and learn about their hobbies, families, and backgrounds.” Take the New Year as an opportunity to create deeper, more productive relationships with your work team.

2. Foster Mutual Respect

It’s important that you respect your colleagues’ input and ideas and that they respect yours. When you lose respect for your marketing director, you’ll be less likely to go to her for help, even when it’s an area in which she excels. Furthermore, she’ll be less likely to come to you when she would benefit from your expertise. As a result, less collaboration occurs, and departments become siloed.

When employees feel like you’re respectful and supportive, and that their efforts won’t be undermined by others’ jealousy or fragile egos, their interactions tend to be positive and to create a virtuous, more productive cycle.

3. Take Responsibility for Your Actions

In a work dispute, do you often feel that you’re 100 percent correct, and that the other party is 100 percent wrong? If so, it might be time to take a closer look at how you operate professionally. After all, it’s pretty difficult for one party to be entirely at fault. Even if you’re only mildly at fault and think the other person should shoulder most of the responsibility, admitting that you’re imperfect and could be partially to blame can help the other individual(s) be less defensive.

Rather than pointing a finger at a co-worker, acknowledge your part and then communicate your message in a clear, nonjudgmental way.

4. Show Appreciation

What do your boss, colleagues, and office janitor have in common? All of them want to feel appreciated. So, when someone does something well, offer a genuine compliment to show your gratitude. This not only leads to stronger relationships, but also encourages everyone to continue working productively. People are wired to respond to incentives. While financial rewards are a well-known incentive, appreciation is a rather underrated one.

5. Stomp Out Bullying

Speaking personally: I left one job because of an awful bully. Since then, I’ve had pretty consistent success in my career, which has included working for my former employer’s direct competitors. Meanwhile, my former employer went through multiple hires trying to replace me. Add up all those hiring and training costs, and you can quickly see how bullying costs companies real money. It leads to high turnover, decreased innovation–with the bully focused on bullying and the one being bullied afraid to be vocal in the organisation–and a harder time hiring highly-qualified professionals, as word gets out about your firm’s toxic culture.

Make it a point to not only avoid bullying at all costs, but call out bullying by others as unacceptable.

6. Maintain a Positive Attitude

Nobody wants to be around a Debbie Downer. Regardless of what’s going on in your personal life, it’s important to at least to try to leave it behind when you step into the office. You don’t want people to misinterpret any bad vibes you bring in from the outside, or have your co-workers think your scowl is directed at them. If you walk into the office with a happy greeting in the morning, that upbeat energy will naturally spread to those around you and create a more enjoyable work atmosphere. Try to high five someone today for a job well done; it’s contagious.

But this is set to become the new norm for many – short-term for most but may even become more of a long-term solution for others as well considering the current Coronavirus [COVID-19] circumstances we all face (especially as working from home may enable better working than ever in some cases).

The CPG network is a wide one across 31 countries with over 12,500 PGA Professionals. Of those 31 PGAs then a number already work remotely, or at least are able to relatively normally under the current circumstances, whilst others are working out how to be effective given their new situation.

For the vast majority of the 12.5k+ PGA Professionals, and all PGA Professionals in those countries where the virus restriction measures have taken hold, then this is will be a different and possibly unnerving experience.

The following are just a few useful links and resources that can hopefully a) help you to work and be productive at home, and b) utilise the time proactively to develop yourself and your business/organisation. None of this situation is ideal, but, as we are often told in golf, we must focus on the positives.

WORKING FROM HOME PRODUCTIVELY:

Communicating From a Distance: How to Ensure Remote Working Works Best For Your Organisation | Thomas International

The great team at Thomas International explain how “…a greater understanding of how you, your managers, colleagues and teams prefer to communicate can help with the transition to a greater degree of remote working than your business may currently be comfortable supporting…”

Read More – https://cp.golf/33SUzto

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Three Secrets to Effective Remote Working For Your Employees | Thomas International

The Thomas International folk follow up with a 3-point plan to ensure working remotely is as effective for the people in your organisation as possible.

Read More – https://cp.golf/2UMKUjN

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Coronavirus and Remote Working – A Practical Guide | Medium.com

iubenda have had remote workers since 2011 – here Andrea Giannangelo explains how to organise teams, use software tools, provide clear guidelines, and keep workers healthy and engaged.

Read More – https://cp.golf/3dy3GnA

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Online Business Tools to Work From Home | JotForm.com

JotForm, an online form building tool, give examples of tools for project management, remote document access, video conferencing, internal communications, and online payments, along with how JotForm itself is useful when working from home.

Read More – https://cp.golf/2UJQvHO

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Why Working From Home is Good For Business | Ted.com

Matt Mullenweg uses just 4.5 minutes to explain how useful working from home can be and how he does it effectively.

Read More – https://cp.golf/2ykPdvh

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New to Working from Home? Here Are Some Tips to Help You Meet Like a Pro | Zoom.us

Using Zoom for video calls, meetings, etc. is a must – engagement is key to keep workers up to speed and involved (although Skype, WhatsApp, FaceTime, etc. of course have their uses too). This guide from Zoom shows how to get set-up and then use Zoom effectively in your organisation.

Read More – https://cp.golf/3atTVoF

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USING YOUR TIME TO DEVELOP YOURSELF AND YOUR BUSINESS:

ed.TED.com – Online Lesson Building

TEDed offers a fantastic service [FOR FREE] where you can build an online lesson around any TED or YouTube video. You can add notes and questions to help guide a student through the lesson and all you have to do is share a link/URL with the student for them to take part (no registration necessary). A great way of engaging students no matter where you are.

Read More – https://cp.golf/2xvLlai

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TED.com – Ideas Worth Sharing

TED’s main video service contains hundreds if not thousands of TED Talk videos of 18 minutes or less that allow people to get their ideas across. Whatever subject you can think of then it’s likely there is a video on there about it. Great for developing your own thoughts and ideas.

Read More – https://cp.golf/2vZ0bpj

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How to Stay Active While You’re Home – SportEngland.org

Developing yourself is not just about being mentaller active – when working from home (especially in cases where social distancing/self-isolation is in place) then you need to stay as physically active as possible. Sport England have brought together useful tops and advice on staying as healthy as possible when at home both for adults and for kids.

Read More – https://cp.golf/2Uq4L9A

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Work Smarter Playlist – TED.com

This playlist brings together a series of TED Talk videos that offers unconventional advice on working more effectively.

Read More – https://cp.golf/3bCie40

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Work Happier Playlist – TED.com

This TED Talk playlist looks at how being happier at work actually comes from focusing on the happiness part rather than the work part.

Read More – https://cp.golf/2JoyhGj

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LinkedIn Learning – LinkedIn.com/learning

LinkedIn’s Learning service offers a huge number of online courses that can help develop your skills in a variety of areas. You can enrol in various courses and then once complete add certifications to your LinkedIn profile.

Read More – https://cp.golf/3asCmoN

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Working From Home Learning Path – LinkedIn Learning

During this time when more and more people are having to work from home then LinkedIn Learning have opened up their ‘Remote Working: Setting Yourself and Your Teams Up for Success‘ course, including time management, productivity tips, video conferencing, and more.

Read More – https://cp.golf/39q1n2F

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p.s. The real working from hero tip is to make sure you choose the right snacks. Shoutout to gingerbread men and blueberries.

Graphic Designed by macrovector / Freepik

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There is a well-known phrase: ‘people leave managers, not companies’. Ensuring your organisation is made up of leaders with the right characteristics, level of self-awareness, potential and ability is fundamental in fostering an environment of high engagement and high performance, both of which are key drivers of business success.

Leadership goes beyond the successful delivery of projects or achievement of strategic targets; it’s about engaging your people on the journey towards realising a vision. We surveyed over 200 HR and business professionals on their views on leadership, engagement and talent, and a host of recommended actions from industry experts that you can implement in your own organisations.

This whitepaper aims to reflect on the relationship between leadership and engagement, covering the following themes:

• The role of leaders in driving engagement and performance through team values
• Psychological methods of defining talent and measuring potential
• The impact of employee engagement upon performance

Click Here to Download the Free Whitepaper [ThomasInternational.net]

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Reuben Conibear

Reuben has worked in the Marketing team at Thomas for just over 3 and half years. As Marketing Executive, Reuben’s core focus is to ensure a high quality experience for Thomas customers at all times. In his spare time, Reuben enjoys kayaking, bouldering and spending time with his friends and family.

Maybe you’ll be surprised, but based on the numbers from a Player’s First survey, the primary reason why people would take more lessons is that their PGA professional is pedagogical and contributes to a positive environment in the club.

Mats Bjørkman, responsible for PGA education in Denmark:

“Carol Dweck describes the fixed and growth mindset, she proves that if you have a fixed mindset, you will tend to be afraid of failing, avoid challenges where you are not guaranteed success, and in particular, you obsess over not looking stupid. A person with that mindset does not book a lot of lessons, and if he/she does, the experience could easily be a fiasco.

“As a PGA Professional, it is a good idea to focus on using a growth mindset. Of course, you’re already doing it on behalf of your students. But it is a good idea to educate, describe and explain to your customers the difference between the two mindsets. If you are a good role model for your customers and colleagues, you are becoming a person that people would like to spend time with. A person’s mindset can be quite stable, but they are only built on beliefs, and they can be transformed through awareness and focusing on the right things.

“Like the research, my experience has repeatedly shown that a growth mindset promotes a healthier attitude towards training and learning. If you preach a growth mindset, your clients will become more open towards feedback and develop a better ability to handle difficult challenges. Last but not least – they will achieve significantly better results over time! And as we know from Players First the third most important reason for the player taking lessons is that they experience improvements in their game!”

Source: Players first; Carol Dweck: Development Psychologist and author of the book, “Mindset.”

At the global forefront of psychometric assessment innovation for over 35 years, and with a with a presence in over 60 countries, Thomas are passionate about empowering organisations throughout business, sport and education to make confident people decisions.

Their psychometric assessments are straightforward to understand, quick to use, but more importantly have scientific validity at their core and are provided in 56 languages.

Derek Redmond, Group Performance Director at Thomas International commented, “Thomas International are pleased to announce their official partnership with the Confederation of Professional Golf, to become the Official Supplier of Psychometric Assessments, where we will work closely with the Association to help support the development of their people and teams and ultimately, contribute to the continued success of the organisation.”

“We have already had the pleasure of working with Thomas International in the past couple of years as we continue to develop our own business and services,” said Confederation of Professional Golf Chief Executive, Ian Randell.

“The formalisation of our relationship with Official Supplier status will allow the great team at Thomas to take their work with not only our Association, but also our 38 PGAs, to the next level. These tools and services are going to provide the insight into what makes people successful, measuring areas such as behaviours, personality, high potential and engagement that will empower the PGAs and help them to advance their organisations and Members.”

Since its inception in 1981, Thomas has paved the way to achieving excellence with its clients to transform organisational, team and individual performance. Years of research drive powerful results to help organisations recruit, retain, develop and lead their most important assets –people.

The announcement coincides with Thomas International’s Development Consultant and Gold Medal-winning Paralympian, Naomi Riches MBE, and Global Account Manager, Jonathan Smith, hosting a workshop at the 2018 Confederation of Professional Golf Annual Congress at Costa Navarino in Greece.

The workshops saw representatives from across the 38 Member Country PGAs, along with other partners and suppliers, and various Federation and golfing organisation representatives, hear about the role that psychometric profiling played in Riches’ rowing career, helping her to understand more about herself, before delving deeper into the ways delegates can learn from this and assess its use in their own roles and organisations as a whole. .

For more information visit www.ThomasInternational.net

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As Thomas International continues to roll out the High Potential Trait Indicator (HPTI) worldwide, a vast amount of data is being collected and analysed alongside a great deal of data about workplace and leadership outcomes.

These results were presented in a symposium at the 2018 International Test Commission Conference in Montreal [read more about it here]. This represents one of the largest HPTI studies done to date, including nearly 10,000 participants.

One of the defining features of the HPTI is it’s optimal trait levels for leadership. The HPTI goes beyond identifying personality traits and provides clear guidelines for identifying high potential leaders based on their personality traits. The recent studies confirm and reinforce the importance of personality traits for leadership.

The Process

Good scientific research involves thorough testing to build on theories and collect large amounts of data. This helps to confirm findings and improve the knowledge and understanding of the topic under investigation. Thomas International have been testing and validating the HPTI with workers around the world to ensure HPTI results and reports are valid, reliable and useful in workplaces around the world.

This process ensures the HPTI is a scientifically validated tool, and allows the continuous development of additional knowledge and resources to improve the utility of the HPTI in practice.

One of the papers presented at the 2018 International Test Commission Conference in Montreal looked at the results from a study of nearly 10,000 participants. Alongside the HPTI, various workplace outcome variables were also examined. The results demonstrated that the theoretical underpinnings and psychometric properties of the HPTI are valid and useful for North American populations.

Key Findings

First, the items and personality traits tested by the HPTI can be used in workplaces in North America. This research also involves a localisation process for the HPTI, so population norms and optimal levels of traits tailored to North American workers, leaders and businesses.

Second, this is the largest study to date examining HPTI traits at different levels of leadership. The results show very significant differences in HPTI traits at the different levels of leadership. The results confirm the importance of HPTI traits for leadership, and show the importance of HPTI traits increases with leadership seniority.

The chart below show increasing levels of each personality trait in each leadership category. This is a clear pattern which shows how important optimal HPTI trait levels are in leadership, and senior leadership in particular.

The results also show a greater spread between some traits. For example, those not in leadership tend to have average Ambiguity Approach levels. Senior leaders show substantially higher Ambiguity Approach which is essential for the level of complexity and uncertainty they face in their work.

Competitiveness, on the other hand, shows a relatively narrow spread. Although Competitiveness rises slightly higher at more senior levels of leadership, the differences are relatively modest. This is consistent with previous findings that extreme levels of competitiveness can be counterproductive in leadership positions.

Overall, this clearly shows the importance of HPTI traits in leadership and highlights that the HPTI traits are even more important in senior leadership. As HPTI research is conducted around the world, the research results clearly and consistently demonstrate how important HPTI traits are for leadership potential.

Implications for Business

HPTI personality traits are incredibly useful in assessing high potential at work for three reasons (discussed in more detail in High Potential: How to spot, manage and develop talented people at work).

1. Personality is stable

Personality traits are relatively stable from early adulthood into later life. It is a consistent pattern of thinking, feeling and behaving. This means personality is a very useful early indicator of potential at work.

2. Personality is rooted in the brain and biology

Personality comes from neurological processes and structures. That means personality is essentially hardwired in the brain, and very difficult to change except in cases of extreme psychological intervention. Unlike factors such as motivation which can change day-to-day or year-to-year, personality is a useful long-term predictor of both performance and potential.

3. Personality traits interact

Personality traits do not exist in isolation. The traits interact to form a whole, overall personality structure. Having high or low levels of one particular trait will influence how all other traits are experienced and expressed. This means it is important to look at all the HPTI personality traits in combination. The research described earlier in this article reinforces how important all of the HPTI traits are for overall leadership potential.

Getting a full picture of a person’s personality traits provides important information about making decisions related to identifying, managing and developing high potential at work.

Read more about each of the 6 traits of high potential in leadership and how the HPTI can support you in recruiting and developing your (future) leaders.

To find out more about the real-life applications of the HPTI, please get in contact on info@thomas.co.uk or call us on +44(0)1628 475 366.

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Ian MacRae

Ian has been an organisational psychology consultant for over a decade and is the director and co-founder of High Potential Psychology Ltd. He is the co-author of High Potential: How to Spot Manage and Develop Talented People at Work and the High Potential Trait Indicator (HPTI), a measure of leadership potential, which is available to Thomas clients.

When team members work well together, there is little they cannot accomplish. Looking at the bigger picture when it comes to your teams, such as their behavioural and emotional preferences and the impact they have on each other, can greatly increase your chances of developing a high performing team.

Patrick Wright from the Rugby Business Network (RBN) uses Thomas assessments to do just that. Thomas tools allow them to gain a deeper understanding of an individual’s preferences, something the RBN have used to develop athlete performance, enhance transition programmes and ultimately deliver results.

Developing self-awareness in the USA 7’s Rugby team

Mike Friday, Head Coach of the USA 7’s Rugby team, has been working with Patrick at the RBN to embed Thomas assessments into the team’s training programme in the lead up to the Rio Olympic Games, in order to improve consistency in performance through greater self-awareness amongst team members.

As a high performance sporting team where effective communication is crucial to successful performance, the team needed to develop their understanding of each other. As a result, they implemented Thomas’ Personal Profile Analysis (PPA) to identify their strengths, limitations, motivators and communication preferences; helping team members and coaches to tailor communications to individuals, so as not to misinterpret them and stifle learning.

The PPA compatibility report was also used between players, coaching staff and the management team. The reports uncovered a number of potential challenges to effective team relationships, which allowed them to put timely strategies and development plans in place to help individuals to modify their behaviour to the preferences of others.

The players also noticed an immediate impact after implementing Thomas assessments. Madison Hughes, player and captain of the USA 7’s Rugby team comments, “The Thomas PPA helped the team take a different perspective on communication with each other. In particular, it helped us realise the different ways people see things and therefore that with each individual, different approaches are necessary.

Mike concludes, “it has been very insightful working with Thomas International. It has encouraged open communication within the squad and has created a foundation for us to create winning performances on the pitch and to be a more united squad off the pitch. I would highly recommend teams looking to find the edge in high performance to explore this approach.”

For more information, visit ThomasInternational.net.

Photos provided by Mike Lee/KLCFotos

What this example demonstrates is the power – and danger – of negative thinking. Research into negative thoughts has shown how they lead us to dissociate from the outside world and turn our focus to one thing only: the thing that is making us feel angry, scared or bad about ourselves. As a result, we stagnate.

Positive thoughts have the opposite effect, opening our minds to see a whole range of possibilities and therefore welcoming new ideas and perceptions. Barbara Fredrickson, a professor at the University of North Carolina and researcher of positive emotions, believes thinking positively can even have long-term benefits. In her ‘broaden and build’ theory she describes how the broadening of our sense of what is possible generated by positive thoughts can lead us to develop new skills and so progress in life.

For some of us, looking at things from the bright side is something that comes easily; others find it harder. That doesn’t mean all hope is lost, though: thinking positively is something that you can train yourself to do.

First of all, you’ll need to start making a conscious effort to not give in to negative thoughts. Recognise when you start dwelling on the bleaker side of things and put a stop to it by asking yourself what you could do to make the situation better. Then start setting actionable goals for yourself – reaching them will empower you.

The next step is to foster positive thoughts. Easier said than done? Not necessarily. While positive thinking creates positive emotions, this process also works the other way around. This means that doing things you love, that bring you joy, can help you to think more positively. Think, for example, of a time where you engaged with something you are passionate about: perhaps you went to a concert or saw a film you really loved. Did you feel inspired afterwards? Perhaps it even led you to actively pursue a goal related to that passion?

Or you can try something new. Meditation has been proven to help cultivate positive thoughts, while a study published in the Journal of Research in Personality showed that writing about positive experiences can have the same effect.

Thinking positively means getting out of your head and looking for solutions. It’s something you may have to practise to get better at, but ultimately it can open doors that you may otherwise have walked right past.

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: Huffington Post; National Centre for Biotechnical Information

Composite Graphic Credit: iconicbestiary / Freepik

Their staff explains how they do it:

This interview was the inspiration behind The Growth Mindset Playbook (a page dedicated to laying out the best ways to teach and implement growth mindset).

I’d like to give a huge S/O to Karch and his staff for being so incredible these past few years – I can’t explain how much they’ve helped the Train Ugly mission!

If you’d like to see the crew in action and learn more about their approaches, check out:

THE TRAINING THE GAP CONFERENCE

With Alzheimer’s and other forms of dementia on the rise, ‘brain-training’ is very much in vogue among retirees and younger whippersnappers alike. As game developers have been quick to appreciate, preserving healthy cognitive function means maintaining sharpness across all the right areas, from memory and recall to problem solving and planning. There’s enough there for a bi-annual upgrade and then some.

Video games aside, there are plenty of equally as efficient but less costly ways to keep your grey matter firing on all cylinders. Here are some top tips for successful cerebral conservation:

1. Learn something new

Be it the cello, Ancient Greek or Chinese calligraphy, teaching yourself a new skill is a great way to keep the old brain cells ticking over. A recent study of retirees showed that a challenging mental activity one a week reduced the risk of dementia by 7%.

2. Get physical

Work the rest of your body while you’re at it. Research suggests that 30 minutes of exercise three times each week can reduce dementia by 40% and cognitive impairment by 60%. The secondary benefits should also be obvious.

3. Food for thought

You don’t need a PHD in nutrition to know some foods are better for the brain than others. Indulge in vegetables, nuts and fish – staples of the Mediterranean diet that promote blood-flow to the brain. Drink plenty of water and stay off the junk food!

4. Take a load off

From catching enough ‘Z’s each night to meditative techniques, giving your brain some much-needed down time is essential in reducing wear and tear. It will also help you maintain skills such as problem solving, concentration and memory. Aim for 7.5 to 8.5 hours a night for optimum brain function.

Whether happily retired or gainfully employed, whatever your age, looking after the stuff upstairs should be a top priority. The good news is that keeping your neurotransmitters nimble needn’t cost the earth and can slot fairly easily into your day-to-day lifestyle.

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: Forbes; NPR.com; Time

Kelly Global Workforce Index – August 2014 (230,000 people across 31 countries participated)

• 57% people agree that career development discussions are beneficial in terms of the opportunity to acquire new skills
• Only 38% had these discussions with their employer in the past year
• Only 29% are satisfied with the career development resources provided by their employer

With global employment trends changing all the time, the need to keep and develop staff should be at the top of an organisations agenda.

Whether the organisation is a school, SME, Not for Profit or Corporate, many seem frightened to invest in the career management of their staff, they think staff will be unsettled, leave, or want more than they can offer. Some work very well with their staff, helping them manage their careers and reap the reward. The reality is that staff who feel valued and invested in are more likely to stay with an organisation and be motivated to work harder.


“Managing human capital is a misnomer. Humans are ‘beings’. We want to be known and valued for who we are, and our aspirations and ambitions recognised and seen as important. It’s a missed opportunity for an employer not to attend to these needs and thereby reap the productivity gains that accrue from more motivated, loyal employees”

(Talent, Careers and Organisations, What Next? Corporate Research Forum)

The value an organisation can reap when investing in their staff:

• Staff are more settled and less distracted as they have plans for their future
• Organisations can plan their future if they know what their staff want and plan to do
  • Demographics
  • Succession planning
  • Recruitment
  • In house development of staff
• An organisation planning what will happen with regards to its staff must be more cost effective
• Fewer surprises
• Less need for interim, agency or contract staff
• Better ongoing communication between staff and employer
• Staff more likely to say if they are looking for a new role
• Organisation able to deliver a more structured handover if they know a member of staff 
is/wants to leave
• Employers who cannot afford financial rewards/bonuses, can support the development and 
career management of staff, which can be a cost-effective reward process.

The ability to manage your career and future is a life skill, if organisations don’t invest in their staff to give them these skills, how can they then pass on these skills to the people who work for them and to the next generation who they might educate and/or influence.

There are many processes for managing careers and these can be integrated into a workplace environment, below is a cycle often used to develop process that works within different organisations, depending on what is needed and required by the organisation and their staff.

Often employees find it easier to have these conversations with someone external first.

“My volunteers felt better placed to plan an effective conversation with their manager once they’d been coached, which is a win-win for the organisation”

(T Delamare, An action research study on the barriers facing women developing their careers and how they can be supported using a coaching framework. MA Dissertation, Oxford Brookes University, 2016)

“Internally focused workplace development opportunities are likely to ensure that a particular employer realises investment in development for the organisation. Yet, the worker might not have the skills transferable to other organisations. This is in contrast with the premise of the type of ‘deal’ where enhancement of employability is the key value derived from the employment relationship by the worker. Instead, they may be receiving only the development that is relevant to their current employer, without the promise of job security.”

(CIPD – Attitudes to Employability and Talent, Sept 2016)

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Read the entire story behind this here from James Clear.

Will’s first suggestion – The Ivy Lee Method

1. At the end of each work day, write down the six most important things you need to accomplish tomorrow. Do not write down more than six tasks.
2. Prioritize those six items in order of their true importance.
3. When you arrive tomorrow, concentrate only on the first task. Work until the first task is finished before moving on to the second task.
4. Approach the rest of your list in the same fashion. At the end of the day, move any unfinished items to a new list of six tasks for the following day.
5. Repeat this process every working day.

Read the entire story behind this here from James Clear.

The biggest killer of everyone’s day is opening up emails first things in the morning.

Everyone is always asking “how” questions. What really matters is the “why”.

Take some time to improve your business / sales skills if it’s something you struggle with and go outside of the typical education / certifications. Give yourself permission to try some new ideas out with the framing of an experiment or challenge.

3 Morning Questions:

• What happened yesterday?
• How do I feel about that?
• What am I working on today

Will’s past episodes on coaching programs:

Group Coaching Q&A part 1
Group Coaching Q&A part 2
Working with Groups

Links / Resources

Charles M. Schwab productivity story – Ivy Lee Method
2017 Coaching Workshop in Orlando
Will’s Consulting Company RGX
BJ Fogg – Tiny Habits

@MindaZetlin

You know that job applicant has the right skills to fill your open position. But what about the right personality? Ignore cultural fit at your peril, for your new hire likely won’t last long.

I’ll always remember one of my co-workers at my first company. Although she did excellent work, she seemed to zig while the rest of us zagged. In a group of frumpy, often pudgy writers, she was an accomplished martial artist. Where many of us were just getting our feet wet in the business world, she had been around for a while and worked in some legendary places. Where we tended toward the silly-a plastic-encased slice of prosciutto once spent a week tacked to our department’s bulletin board-she was deadly serious. Not surprisingly, she soon moved on to a job at a prestigious non-profit that was working hard to change the world.

Hiring someone who doesn’t fit your company’s personality can be a very costly mistake. To avoid making that mistake, make sure to interview job candidates for cultural fit, as well as job qualifications. That advice comes from Tara Kelly, CEO of customer experience software provider SPLICE Software.

Kelly makes sure to include a culture interview in the hiring process, and she says it’s made a big difference. “It is important to understand employee values, motivators and interests,” she explains. “Understanding what keeps employees fulfilled is a key element to build a truly successful team. Whereas regular job interviews focus on verifying qualifications, culture fit interviews focus on ensuring potential candidates fit the corporate culture and core values of the organization.”

Given that every new hire is a big investment, it’s worth taking the time and effort to interview for cultural fit as well as skills and experience. Here’s how Kelly does it:

1. Define your company’s culture.

You may not need to do this, and Kelly doesn’t mention it, but if yours is a small or start-up companies, your culture may not be something you’ve given a lot of thought to. You should, though, because you definitely have one and a bad cultural hire will hurt you.

Your mission or vision statement is a good place to start-it won’t define your culture, but it should identify the values that drive you and your employees to show up and work hard every day. Beyond that, take a look around and consider how your company compares to others in your industry. Ask your employees or colleagues for input, until you can come up with a sentence or two that captures your company’s personality. Consider this example from Amazon CEO Jeff Bezos: “Our culture is friendly and intense, but if push comes to shove we’ll settle for intense.”

2. Write job ads with culture in mind.

“Culture fit should be integrated into every aspect of recruitment,” Kelly notes. That begins with your job ads, which should reflect both your company’s brand and its culture. If yours is an informal, family friendly workplace, with child care on site, and where pets are welcomed, say so. If yours is an elegant workplace with a prestigious history, say that.

3. Include culture questions in regular interviews.

From your first conversations with a candidate, interviewers should be thinking about cultural fit, Kelly says. “Once applications are assessed, pre-screening interviews should occur over the phone to see what first impressions candidates make and gauge personality for a possible fit.”

Candidates who pass this screening should be invited to an in-person interview with their potential department head. “The department head should also screen the applicant for culture by introducing a few less technical questions,” she adds.

4. Know which questions to ask, and which not to.

“Ask questions that speak to the core values and culture of the organization, without directly asking about each value,” Kelly advises. “For example, ask ‘what is something you have accomplished this summer that you are really proud of?'” This type of question helps SPLICE find candidates who like to learn new things or improve their skills. “At SPLICE, we really value a love of learning and improving things,” Kelly explains. “Our fundamental core value is, ‘We believe it can be better.’ So we like to see that not only in someone’s work life but their personal life too.”

It should go without saying that there’s a difference between culture and bias, and you should be clear about that difference, especially when it comes to questions that could land your company in legal trouble. To say that your culture is fun-loving and risk-taking is fine; to say that all employees should participate in extreme sports means your workplace discriminates against disabled or older workers.

In Amazon’s we’ll-settle-for-intense culture, an employee who’d just had a miscarriage was told by her supervisor that the company was likely the wrong place for a woman looking to start a family. Not surprisingly, many labor lawyers have been contacted by current or past employees seeking to sue the company for attitudes like these. Someday, one of these suits will get filed.

5. Train employees to conduct culture interviews.

“Once it is verified that a candidate has all the necessary qualifications and has passed all the preliminary culture fit screenings, a culture fit interview should be introduced as the last phase of the process,” Kelly says.

But you’re not the one to conduct the culture fit interview-the candidate’s potential co-workers are. That means they’ll need some training about what to ask and what to listen for. “It’s crucial to ensure the team is prepped on the purpose of a culture fit interview prior to participating,” Kelly says.

In general, she says, you should select four to six employees from around your company to talk informally with the job candidate about hobbies and interest and how these things tie in with your company’s personality. “Employees should be encouraged to ask questions that tie in to the organization’s value system.”

6. Gather feedback.

Employees who conduct a culture interview should fill out assessment afterwards that scores applicants on numerical scales of good-fit-to-bad-fit, and also ask for written comments. After you review those assessments, call the employees together for a quick debrief to make sure you understand their feedback and get a better sense of how the candidate might or might not fit with your company and its values. All of this input, together with the candidate’s performance on your skills assessment, will put you in the best position to make the right choice.

This article originally appeared on Inc.com – to view the original article visit http://eur.pe/1kkmevy.

Kelly Global Workforce Index – August 2014 (230,000 people across 31 countries participated)

• 57% people agree that career development discussions are beneficial in terms of the opportunity to acquire new skills
• Only 38% had these discussions with their employer in the past year
• Only 29% are satisfied with the career development resources provided by their employer

With global employment trends changing all the time, the need to keep and develop staff should be at the top of an organisations agenda.

Whether the organisation is a school, SME, Not for Profit or Corporate, many seem frightened to invest in the career management of their staff, they think staff will be unsettled, leave, or want more than they can offer. Some work very well with their staff, helping them manage their careers and reap the reward. The reality is that staff who feel valued and invested in are more likely to stay with an organisation and be motivated to work harder.


“Managing human capital is a misnomer. Humans are ‘beings’. We want to be known and valued for who we are, and our aspirations and ambitions recognised and seen as important. It’s a missed opportunity for an employer not to attend to these needs and thereby reap the productivity gains that accrue from more motivated, loyal employees”

The value an organisation can reap when investing in their staff:

Staff are more settled and less distracted as they have plans for their future

• Organisations can plan their future if they know what their staff want and plan to do
• Demographics
• Succession planning
• Recruitment
• In house development of staff
• An organisation planning what will happen with regards to its staff must be more cost effective
• Fewer surprises
• Less need for interim, agency or contract staff
• Better ongoing communication between staff and employer
• Staff more likely to say if they are looking for a new role
• Organisation able to deliver a more structured handover if they know a member of staff 
is/wants to leave
• Employers who cannot afford financial rewards/bonuses, can support the development and 
career management of staff, which can be a cost-effective reward process.

The ability to manage your career and future is a life skill, if organisations don’t invest in their staff to give them these skills, how can they then pass on these skills to the people who work for them and to the next generation who they might educate and/or influence.

There are many processes for managing careers and these can be integrated into a workplace environment, below is a cycle often used to develop process that works within different organisations, depending on what is needed and required by the organisation and their staff.

Often employees find it easier to have these conversations with someone external first.

“My volunteers felt better placed to plan an effective conversation with their manager once they’d been coached, which is a win-win for the organisation”

“Internally focused workplace development opportunities are likely to ensure that a particular employer realises investment in development for the organisation. Yet, the worker might not have the skills transferable to other organisations. This is in contrast with the premise of the type of ‘deal’ where enhancement of employability is the key value derived from the employment relationship by the worker. Instead, they may be receiving only the development that is relevant to their current employer, without the promise of job security.”

It’s a small world, or is it? For all the talk of globalisation and the homogenisation of cultures, we still have our own, unique ways of working and conversing with each other.

Language barriers aside, communication styles and social hierarchies can differ greatly between cultures and regions. As organisations expand and remote working becomes common practice, these are just some of the many challenges facing managers overseeing teams comprising multiple nationalities and backgrounds.

While a certain degree of inter-cultural understanding comes down to the life experience of the individual themselves, multicultural leadership is a skill that can be learnt and honed like any other. Here’s how to begin:

1. Know your own style…

As the manager you are the cultural bridge between all those working under you, so you need to have a clear understanding of your own leadership style before you can attempt to synthesise those of others. Are you someone who prefers a direct or indirect form of communication? Do you believe in strict hierarchies or a flat structure? These are all things you first need to have clear in your own mind.

2. …then learn those of others

The next step is to invest time in understanding the different cultural sensitivities and expectations of your team. Don’t rely on pre-conceptions. While it’s easy to assume there will be a strict Western, non-Western demarcation between employees in terms of cultural practices, often the differences are far more nuanced and will depend on the individuals themselves.

3. Find common ground…

While a ‘one size fits all’ approach is unlikely to suit all contexts, it may be useful to establish a common set of standards for communication and working together, which can help to avoid confusion and mixed messaging. This should be drawn from each of the different nationalities and cultures represented in the team so as not to alienate any one individual or group.

4. …but be willing to adapt

Flexibility will still be key, however; you can’t expect to fully homogenise a wide range of different working styles and traditions within a short space of time. Employees will need to be willing to compromise and adapt to others; while encouraging a flexible, fluid work environment will make it easier to deal with issues and challenges as they arise.

Fostering cross-cultural working is one of the more challenging demands placed on modern day managers. However, with some careful planning and forethought multicultural working needn’t be a significant barrier to success.

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: Harvard Business Review; LinkedIn; Internations

Sometimes it’s easier to commit to something if you understand the way it can evolve. The initial stages of team development may feel like something of a white-knuckle ride of ups and downs, but recognising those stages may help you to feel more relaxed about the more challenging times, particularly when you’re the newbie.

So here are the four stages of team development according to educational psychologist professor, Bruce Tuckman:

1. Forming

The initial “Forming” stage is when you first meet each other and you’re all rather polite, but positive, maybe excited and a little anxious about the task ahead.

2 Storming and 3. Norming

Then reality sets in and you may start to argue, with some people trying to assert their authority. This is called “Storming”. Everything may stabilise again as a hierarchy is established and accepted; the team starts socialising more and gets to know each other better. This is called “Norming.”

Just as you think you’re all settled and loving your new team some of you might start to feel stressed and overwhelmed by how much there is to do or feel uncomfortable with the approach being used so the team lapses back into a period of “Storming” again.

Gradually, though, working practices are established and through mutual respect, people being happy to ask for help and more constructive criticism being given, you all begin to develop a comfort with your tasks and a stronger commitment towards the goal. And you’re back… in the “Norming” stage.

“Storming” shakes things up a bit and prevents the complacency often associated with “Norming”, but too much “Storming” may indicate irreconcilable differences.

In most cases, however, this pattern of “Storming” instability and then “Norming” stability repeats several times as new tasks come up or new people join the team, and eventually the cycle dies out.

4. Performing

The final “Performing” stage comes when your team is supported by the structures and processes that have been set up, individuals can join or leave the team without affecting the “Performing” culture and your team’s hard work leads directly towards the shared vision of your goal.

So remember that when you hit a bumpy patch with your new team, there’s no need to worry – you’re probably just “Storming” in order to become a team that “Performs” effortlessly as a unit.

Vector Image Designed by Freepik

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: Bruce Tuckman; Abintegro.com

This doesn’t mean there isn’t potential for confusion and dissatisfaction, however, and so excellent project management is needed. Here are our top tips for making all those disparate circadian rhythms work in unison.

1. Plan accordingly

Clear communication is one of the pillars of successful teamwork, but what happens when opportunity for regular discussion is limited? One solution is to try to have individuals or teams in separate locations work on self-contained activities. This means assigning clearly defined responsibilities prior to the project’s get-go.

2. Have a common clock

Switching between different time zones in your correspondence is a sure-fire path to confusion. Agree on a master time zone for everyone to work from (e.g. Central European Time) and stick to it. Some people still like to note their colleague’s local time alongside the master, which is fine as long as you get the time difference right. Use a reliable site like timeanddate.com to avoid slip-ups.

3. Be reasonable

5 a.m. briefings or midnight emails are likely to grate if experienced repeatedly so make sure communication and deadlines are organised on a fair and/or alternating basis. If a meeting or call needs to be at a set time each week, make sure it’s arranged for a time that’s mutually acceptable, even if that means some people having to divert from their usual routine.

4. Use it to your advantage

If managed well, dovetailing between different time zones can be an effective strategy for stretching out the workday. For example a team working on a draft or project outline in London are well placed to hand over to someone five hours behind in New York for reviewing or final touches. Again, it all rests on strong planning and organisation.

While splitting teams or organisation between time zones may feel like a challenge at times, remember there is help at hand. From DropBox, to Google Plus, Skype and various project management tools, there is technology out there designed specifically for this type of work environment, so don’t be afraid to use it.

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: Forbes; The Guardian; LinkedIn

A study by the Institute of Psychiatry for Hewlett Packard found that constant distractions resulted in a 10-point drop in the IQ of workers. That’s twice the impact of marijuana!

According to another study of Microsoft workers it took them 10 minutes to deal with a distraction, caused by an alert, and then another 10-15 minutes to get back into their primary task. Many workers also used the alert of an incoming message as an opportunity not only to check their messages, but then to look at several other applications, which sometimes resulted in a two-hour gap before the primary task was resumed.

Sound familiar?

How often do you get to the end of the day having achieved a tiny percentage of what you set out to do because you’ve been ‘multitasking’ all day? Did you realise that the effect on your mind of these constant distractions is equivalent to missing a night’s sleep? So to top a frustrating day’s worth of unproductiveness you’re probably damaging your brain cells too.

If you recognise that maybe you’re just a bit addicted to the beep, then you can deal with it. Switch the sound off, cover your phone up or just use good old fashioned will power and finish what you’re doing before you check your messages. It’s probably just an email offering you 10% off your next airport transfer anyway.

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: HBR; Microsoft; BBC

Nevertheless, there’s a growing belief that having charisma means possessing a healthy balance of external qualities – including showing an interest in other people – to complement positive internal traits, such as self-confidence. While people might disagree on the exact ingredients needed for a charismatic persona, a fairly tasty recipe might look like this:

Ingredients:

C – Confidence

This is clearly one of the most important ingredients in charisma. You need to be confident enough to communicate with people in a variety of situations and social settings. However, there’s an important difference between confidence and boastfulness or arrogance.

H – Happiness

Happiness, as we know, is contagious. Research suggests that oxytocin (also known as the love hormone) goes hand in hand with charisma: the happier you feel, the more people are likely to gravitate towards you and take on board your views.

A – Assertiveness

A close friend of confidence, being assertive means being able to influence and encourage those in the same room, subtly bringing them round to your way of thinking in a way that’s non-confrontational.

R – Regard (for others)

Charismatic people are genuinely interested in what others have to say, not just the sound of their own voice. This means using your ‘active listening’ skills to really engage with your conversation partner and take on board what they’re saying.

M – (e)Motion

A high level of emotional intelligence goes hand-in-hand with charisma. You need to be aware of your own emotions (including knowing those you should be displaying and those you shouldn’t) as well as being aware of, and empathetic to those of others.

Method:

Putting all these qualities into the mixing bowl at the same time may be harder than it looks, however: too much of one ingredient and the balance tips too much towards either internal or external character traits. Like most things in life, it all comes down to self-awareness, experience…and practice. Perhaps it’s worth giving that charm school a call, after all.

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: The Telegraph; Mind Tools; Skills You Need

Whether you want better posture for increased golf performance, injury prevention or simply a more confident, youthful appearance, this blog is a must-read. In this two-part series, Ben Langdown, Sports Scientist, Golf Strength & Conditioning Coach and Ph.D. in the field of Golf Biomechanics and Swing Variability, gives us a thorough breakdown of how desk posture can affect your golf performance and what you can do to fix it.

We were lucky enough to meet Ben at the Titleist World Golf Fitness Summit in 2014, where he and his colleague Jack Wells came all the way from England to give an outstanding presentation on the ultimate dynamic warm-up for golfers.

Many of you have heard us reference their research since then (yep, Ben is one of the experts that helps his golfers hit the ball up to 40 yards farther just by giving them the right type of warm-up).

In part 1, Ben will discuss lower crossed syndrome, the swing faults or injuries that commonly accompany it, and together we will show you exercises you can start performing today to improve your lower body posture. I hope you enjoy it!

Lower Crossed Syndrome

Your office desk. Your neat little set up. Or is it more like your enemy, joining forces with your office chair…conspiring against you…set to ruin your posture and even your golf game?!

Many people fail to realize that their desk habits impact their performance on the golf course. If you like to play golf and you also work in an office environment, it’s imperative that you address your desk posture and spend time training in the gym to reverse the power struggle between your posture and your office furniture. The next 10 minutes could change your life! Well, ok maybe not your life, but your ability to hit that little dimpled white ball around the 18 holes at your local golf club!

Recently, the press has asserted that sitting is “the new smoking”.  Like smoking, clocking up hours in a sedentary position can have a multitude of negative health consequences such as increased risks of developing cancer, heart disease and type II diabetes. OK, so we know sitting can be detrimental to your health, but did you know that it can also lead to lower and upper crossed syndromes (see Janda, 1987 & 1988 for further research). Sounds serious, hey?! When it comes to your golf performance, it could well be the difference between getting (or not as the case may be) into those positions your golf coach has been talking about for the last few seasons!

In the first part of this blog, I’m going to focus on how desk posture leads to lower crossed syndrome and what you can do to fix it.

The habit of sitting over a period of years can lead to the main muscles in your golf swing becoming lazy, including the gluteals, also known as your buttocks! In your swing, the gluteals provide stability, rotation and power. If these important muscles aren’t firing properly, a variety of swing faults can emerge. Along with the gluteals not firing effectively, the hip flexors (the muscles on the front of the hips) and the lower back often become tight from too much desk time, which can lead to an altered pelvis position (too much forward tilt) when you address the golf ball. This altered set-up position can have consequences such as over-rotation (reversed spine angle) and may even increase the risk of injury and lower back pain.

In addition to the gluteals becoming weak, another culprit of adopting a lazy attitude and becoming weak when we sit for long periods of time is the abdominals. Without strong and functional abdominals it’s nearly impossible for us golfers to transfer forces up through the body and out to the arms and clubhead during the motion of the golf swing. So now you could be facing a situation where you have an unstable lower body (weak gluteals) trying to send forces up to a lazy abdominal region. It’s been said before that this scenario is like trying to do the shot put on an ice rink, or fire a canon from a canoe. We call this postural dysfunction Lower Crossed Syndrome (LCS) and this is shown on the right side of the image below with a normal posture on the left.

Solutions to overcoming LCS include strengthening the glutes through exercises such as Speed Skaters.

Coaching Points: Using a mini band, placed around both legs just above the knee, you should keep the torso tall and skate back and out to the side with alternating legs. You can imagine there is a raw egg behind you on either side, when you skate back you are not allowed to smash the egg with your toe tap on the floor! In other words, control the movement, use that front leg to squat down slightly and then return to a tall standing position after each rep. Complete 3 sets of 6 reps each side to begin.

As well as strengthening the weak areas of LCS we also need some flexibility work to take place and correct the tight hip flexors and erector spinae. The following hip flexor exercises involve using a roller to improve the muscle tissue quality and reduce tightness through the hips followed by a hip flexor stretch to increase flexibility in this area.

Coaching Points: For the rolling you should do 2 x 30 seconds on each side no more than 3-4 times per week to allow your muscles to recover from the massage effects of rolling. Use the free leg for support to reduce the pressure on the roller if it is too painful to begin with.

Coaching Points: The hip flexor stretch should be held for a minimum of 30 seconds on each side and completed every day when warm. You can increase the stretch by reaching tall and leaning slowly over to the side of the front leg. Do not twist the torso at all as you lean. The stretch should be felt on the front of the hip for the trail leg. Ensure the legs are far enough apart if you can’t feel the stretch.

Obviously there are more exercises to complete than this but start by giving these exercises a try and look out for my future post on upper body postural dysfunctions, how they affect your golf swing and what you can do to fix them.

This article appears courtesy of Jennifer Fleischer and Holistic Fitness. 

Holistic Fitness offers Golf Fitness and Performance Training, Strength and Conditioning Programs and Nutrition Coaching.  Jennifer Fleischer, the founder of Holistic Fitness, is a Titleist Performance Institute Certified Golf Fitness Instructor and a CHEK Practitioner, both of which require an advanced understanding of functional training and biomechanics.

Find out more at www.holisticfitsf.com and @HolistictFitSF.

Dr Ben Langdown is the Training Executive for Sports Science at the PGA National Training Academy at The Belfry. Alongside this Ben also works with many elite amateur and professional golfers providing strength and conditioning support. Ben has a PhD in the field of golf biomechanics, studying strength and conditioning for golf and movement variability in the swing.  Follow Ben at @BenLangdown.

This article originally featured in International Golf Pro News. Visit the IGPN Page to find out more and subscribe for free.

This might seem like something of a utopian scenario, but with an effective, well-structured coaching programme in place, that level of communication can become embedded within the very fabric of your organisation. Establishing the right coaching climate for that programme to flourish, however, is far from straightforward and requires time, effort and involvement at all levels of the organisation. Here are three steps to help you along the way:

1. Seek top-level commitment

The first step towards a consistent coaching climate is to identify one or more senior leaders to be the flag-bearers for your approach. As well as being someone others point to as an example of a great coach and inspiration to their team, these individuals should be acting in a way that gives the right message about coaching across the organisation; they should be people who will spread the word and commit to tackling any barriers or opposition that could arise along the way.

2. Spread the skill

With the right role models in place, there need to be measures in place to allow enthusiasm and understanding of coaching to filter through the organisation. This means making training opportunities readily available across all levels while actively encouraging employees to engage with your approach. Don’t assume this will happen automatically: managers need skilling up in order to deliver effective coaching conversations to their teams who will in turn require training in order to receive their full benefit.

3. Stop and take stock

Once integrated, it’s important to revisit your coaching climate at regular intervals. Like any new policy or strategy, it requires regular attention to see what’s going well and where things could be working better. Think of it as a garden, one that requires regular watering and upkeep in order for the plants within it to grow and flourish.

When it comes to introducing a coaching climate to your organisation there really is no quick fix. Interest and engagement in coaching need to be cultured throughout the organisation along with an understanding of how to deliver and receive it. Rest assured: with the right building blocks in place, there’s every chance of success.

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: www.abintegro.com

While some people might feel more at ease in one environment than the other, the important thing is that the two are kept separate and that we abide by the rules we have been set.

When it comes to the world of work, emotions should be left at the door with your professional persona set to kick in automatically on passing reception.

As we know, life is rarely this black and white; emotions, both positive and negative, will inevitably find their way into the workplace from time to time.

The key is not to deny the existence of emotions and sensitivities altogether but rather to understand how to manage them so as to limit their impact on your professional relationships. Here are some dos and don’ts to set you on your way:

DO:

Know your emotions

Understanding what triggers your emotions and the effect that these can have on your work and professional relationships is the first step towards gaining better control. Start by taking the time to analyse how you respond to certain workplace stressors and triggers.

Take time out

The cut and thrust of the office can make for an emotionally charged environment. Seek to balance this by taking time out each day to disconnect from work and reconnect with your non-work persona. Meditation and exercise are great ways to keep your emotions on an even keel.

Communicate

Making others aware of your sensitivities around a particular issue can prevent an emotional trigger from sparking a reaction altogether. Let colleagues know discreetly if something is troubling you before the situation has a chance to escalate.

DON’T:

Ignore it

The instinctive response to an emotional outburst at work is to try act like nothing has happened. However, doing so is only likely to place further strain on your professional relationships.

Wait for things to blow over

Seek to address any incidents or outbursts as soon as you feel calm enough to do so. Facing things head on can limit their impact and stop tensions from setting in between you and those involved.

Over apologise

An emotional response doesn’t automatically make you more at fault for an argument or challenging situation. Take responsibility for your side, but make sure your colleague understands his or her part in the proceedings.

At the end of the day each person is different; having more of an emotional side doesn’t make you a bad person or a worse employee.

That said, having greater control or at least being aware of your own responses and triggers can make the gap between your personal and professional life far easier to manage.

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: Forbes; Expert Beacon; The Coaching Academy

Anyone working in any job will have been a part of this process at some point – whether you are the person searching for candidates, or one of the candidates making yourself as attractive as possible.

In this month’s issue of IGPN we try to balance careers knowledge and assistance not only for people on the hunt for their perfect job, but for those on the hunt for the perfect person as well.

PGA Professionals will all at some time in their career be on both sides – trying to find the right position for themselves to advance their career forward, whilst also looking to create teams that they can work with to be as effective as possible.  But you don’t necessarily have to wait until you’re the boss to get benefit from learning about the hiring process.

Inside this issue you’ll find out how to perform well in interviews with various techniques including controlling body language, how to invest in your career, and how to organise your job search.  But you’ll also find out how to make sure a potential hire fits in to your business’ culture and how to work out what factors matter most to you when hiring a new team member.

All of these things can be useful on both sides – as someone looking for a job, how useful would it be to have an insight into what someone might be looking for?  And as an employer, would it be useful to know what the body language of candidates is saying to you?  With any potential position it’s important to ensure both parties look at it from both sides to get the most out of it and ensure the right person gets hired for the right job.

I’ve learnt that in the golf industry where quite often we’re selling people (it’s the same for coaching in many ways), that recruiting the right people who are going to fit in means not only will the business thrive but they will be happier and a darn sight easier to manage thus freeing up your time for other things.

I have also spoken before in about attitude over experience – ideally you would have both but I would always lean towards attitude if the context is right. It is far more difficult to try and shape the wrong person than get the right person in the first place.  Tools such as in-interview tasks where candidates perform a real-world task actually in the environment they might work in, or psychometric testing are things I have found useful in identifying the right people.

With PGA Professionals continuously rising to the top of businesses the importance of knowing how to hire and how to get hired has never been more important.  Hopefully this month’s IGPN will go some way at least to helping you achieve the most you can in your career and ensure the team around you is the most effective for the job and everyone’s well-being.

This article originally featured in International Golf Pro News. Visit the IGPN Page to find out more and subscribe for free.