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VIDEO COURSE LIBRARY

Like pieces of a puzzle, each video integrates to form a comprehensive holistic solution to the most common problems experienced by organisations.

The content is unique and delivered in 10 minute blocks.

We are continually adding more videos into our Video Library.

Members can click on the link within each video title to watch the video

How To Create True Role Clarity

And ensure 360 degree understanding for every position

True role clarity has a much wider impact than on the incumbent which is why we explain what is required of role clarity for use up, down and across an organisation. Much like a well-coordinated team where each player knows their own and other positions and functions, role clarity in organisations acts as a guiding force, ensuring that every employee up to and including the CEO position understands their own and others’ part to play in daily work, performance and decision-making.

Role Clarity: Why bother?
Defining the Role’s Purpose (part 1)
Defining the Role’s Purpose (part 2)
Defining what a Role should Produce (Part 1)
Defining what a Role should Produce (Part 2)
Defining what a Role should Produce (Part 3)

Defining Technical Responsibilities (part 1)
Defining Technical Responsibilities (part 2)
Defining Employee Responsibilities – The other half of a role
Where Duties, Policies and Procedures Fit In
Why Metrics Must Be Linked to End Products
Freedom in Roles: Authority, Accountability and Autonomy

How To Develop Operational PDs

Documenting 360 Degree Role Clarity

This series of videos explains how to effectively communicate 360-degree role clarity in position descriptions to create organisational understanding, agreement, stability and certainty. When documented correctly PDs can last without the need to rewrite for many years. They can be used to create unbiased, reliable benchmarks for numerous operational and all whole of employment activities, as well as in high level financial and operational analysis and decision-making.

1. Developing Operational PDs: Why getting them right is so important
2. The Header Section (part 1)
3. The Header Section (part 2)
4. The Header Section (part 3)
5. Purpose, End Products and Metrics

6. Developing Technical Responsibilities (part 1)
7. Developing Technical Responsibilities (part 2)
8. Additional Inclusions
9. Group 1, 2 and 3 Employee Responsibilities
10. How to Use These PDs in Daily Work

Understanding The Brain And Behaviours

The key to creating agreement, understanding, work relationships and collaboration

There is no operational matter that can be achieved without human interaction. While systems and processes are vital, understanding the basics of how and why people think, behave, act, react, and are motivated, influenced or demotivated is an essential part of ensuring operational success in any organisation. This body of information provides the understanding and know- how to create agreement, better understanding and work relationships, uniformity of direction, and collaboration between employees up and across an organisation.

Let Me Introduce You To Your Brain
The Role of Emotions: Introducing the 7 Families of emotions
The Role of Emotions: About Anger
The Role of Emotions: About Contempt
The Role of Emotions: About Disgust
The Role of Emotions: About Fear
The Role of Emotions: About Happiness
The Role of Emotions: About Sadness
The Role of Emotions: About Surprise

Emotions and plus and minus tolerance levels
About Stress and Triggering
Working With Difficult Personality Types
Difficult Personalities: Narcissism
Difficult personalities: Workplace psychopaths & sociopaths and how they manipulate others
How people view rewards and why
How people view threats and why
Gossip, Love Bombing and Cliques
Why We Think We’re Right – Even When We’re Not

How To Create And Duplicate Deliberate Leadership Across Your Business

And integrate two forms of leadership and management

suitable for every position

Leadership is a discipline in the same way as is medicine or engineering. As with every discipline, leadership has evolved to meet new understandings and changing environments. In this series we unlock modern leadership requirements and explain why leadership and management have split into two different forms and how and when each should be used and integrated to effectively improve business performance. This knowledge allows leadership to be appropriately applied and replicated across organisations regardless of the personalities, attributes or characteristics of any leaders.

The Difference between Leadership and Management
Common Misconceptions
Why Views About Leadership Keep Changing
Intent and Intention
About Power
When to Control and When to Let Go

Who are People Actually Following in Your Company?
First and Second order Leadership and Management (part 1)
First and Second order Leadership and Management (part 2)
Leadership Hijacking: Why Leadership Often Fails

Understanding Critical Thinking

For everyone’s use in daily work

Critical thinking is the ability to analyse, evaluate and to think logically and objectively. It is a core skill-set for employees regardless of their role. When people engage in poor critical thinking it causes them to jump to conclusions, make rash decisions, employ biases and harassment, become negatively emotional and generally lowers business success. In this series we take the main components of critical thinking and relate them to everyday work situations for use in better collaboration, problem solving and decision-making.

Critical Thinking: What It Is and Why Do We Need It?
1st Element: 1.0 Careful, Intentional Thinking
2nd Element: 2.1 What Does Thinking Logically Mean?
2nd Element: 2.2 ‘Personal Attack’ Fallacies
2nd Element: 2.3 ‘Trust me because…’ Fallacies
2nd Element: 2.4 ‘Manipulating Emotions’ Fallacies

2nd Element: 2.5 ‘Manipulating Content’ Fallacies
2nd Element: 2.6 ‘Garbled Cause and Effect’ Fallacies
2nd Element: 2.7 ‘Faulty Deduction’ Fallacies
3rd Element: Judgement About the Validity of Beliefs and Opinions
4th Element: Application to Real World Problems

How To Be A Better Problem Solver And Decision Maker

In work and life in general

There is much more to effective problem solving and decision making than is usually taught. In this series we not only provide specialist information that comes from company troubleshooting, but we highlight the more common traps and how to avoid them when solving problems and making important decisions.

Anatomy of a Problem: What Problem are you Trying to Solve?
Whose Advice Should You Take?
The Power of Decisions
About Risk, Ambiguity and True Uncertainty
The Art of Critical Decision-Making
Mistakes in Decision Making – Part 1

Mistakes in Decision Making – Part 2
Recognising Patterns in Decision Making
Making Sense of Ambiguous Situations
Group Think
Using Conflict, Debate & Brainstorming in Decision Making
Indecision and Deliberate Time Out

Performance Management,
Discipline And Engagement

Without getting into trouble

Natural Justice is one of the most difficult of all operational matters to address in a non-biased manner. In this series we look at some aspects which are the most problematic to employees and employers and how to deal with them in a professional manner.

- Why you need to view this series

PERFORMANCE MANAGEMENT

Underpinning Principles
8 Intervention Points
10 Traps to Avoid

INVESTIGATING MISCONDUCT

What you need to know before you start
Steps 1-4; From Complaint to Notification
Step 5; Interviewing
Step 6; Collecting & Documenting Evidence
Step 7; Analysing & Determining Recommendations
Step 8; Review Findings & Recommendations

ALLEGATION OUTCOMES

Step 1; Approval to Proceed with Discipline in Principle
Step 2: Disciplinary Letters
Step 3; Final Determination & Meeting with Respondent

ENGAGEMENT, MOTIVATION & REWARDS

Employee Engagement - Part 1
Employee Engagement - Part 2
Rewards

How To Effectively
Implement And Work With Change

Without creating resistance

It is wrong to think that most people don’t like change. When change is needed and is appropriately structured, communicated, and implemented it removes emotional responses such as fear or anger which is the most common cause of resistance. In this series we look at the various forms of change, how to determine if change is actually necessary and if so in what areas, to what degree and outcome, and how to implement change with minimal disruption.

Change and Resistance
Common Change Approaches
First and Second Order Change

Is Change Always Necessary -About Transition and Transformation
Implementing Change – Some Do’s and Don’ts

Organisational Glue

More things that hold an organisation together

There are many other fundamental organisational matters that are either assumed or overlooked and which don’t fall under the previous categories – but still they are vital because they largely hold the organisational side of a business together. In this series we pick up those elements that are so often overlooked but which play a main part in organisational success.

Organisational Framework: What It Is and Why It Matters
Money and Exchange
Strategies and Strategic Drift
Trust, Contagion and Culture
Balancing Risk vs Innovation

Diversity and Equity – What it Really Means.
How to Investigate - Part 1
How to Investigate - Part 2
About Performance Management
About Appraisals
Rewards vs Expectations.