VIDEO
LIBRARY
LIBRARY
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- AVERAGE DURATION OF EACH VIDEO:10 MINUTES
- VIDEOS LINK TO EACH OTHER IN ANY COMBINATION
A MESSAGE ABOUT THESE VIDEOS
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To the degree there’s role ambiguity, will be the degree that organisations will experience employee, production, performance, and governance problems, as well as inconsistent leadership and management, poor decision-making, risk, and stress.
Role clarity in every position is fundamental to having more engaged and less stressed employees, smoother workflows, reduced errors, and a more harmonious, productive workplace and culture.
Because of its importance, role clarity and its 22 essential components are the focus of this first series. Get role clarity right and you’ll be surprised at how many other workplace problems will ‘magically’ disappear.
Role clarity in every position is fundamental to having more engaged and less stressed employees, smoother workflows, reduced errors, and a more harmonious, productive workplace and culture.
Because of its importance, role clarity and its 22 essential components are the focus of this first series. Get role clarity right and you’ll be surprised at how many other workplace problems will ‘magically’ disappear.
HOW TO IMPROVE ROLE CLARITY IN THE WORKPLACE
AND GET RID OF COUNTLESS PROBLEMATIC ISSUES AT THE SAME TIME.
HOW TO IMPROVE ROLE CLARITY IN THE WORKPLACE
AND GET RID OF COUNTLESS PROBLEMATIC ISSUES AT THE SAME TIME.
To the degree there’s role ambiguity, will be the degree that organisations will experience employee, production, performance, and governance problems, as well as inconsistent leadership and management, poor decision-making, risk, and stress.
Role clarity in every position is fundamental to having more engaged and less stressed employees, smoother workflows, reduced errors, and a more harmonious, productive workplace and culture.
Because of its importance, role clarity and its 22 essential components are the focus of this first series. Get role clarity right and you’ll be surprised at how many other workplace problems will ‘magically’ disappear.
Role clarity in every position is fundamental to having more engaged and less stressed employees, smoother workflows, reduced errors, and a more harmonious, productive workplace and culture.
Because of its importance, role clarity and its 22 essential components are the focus of this first series. Get role clarity right and you’ll be surprised at how many other workplace problems will ‘magically’ disappear.
VIDEO TITLES
- How to define a role’s true purpose (part 1).
- How to define a role’s true purpose (part 2).
- How to determine what a role is required to produce(part 1).
- How to determine what a role is required to produce(part 2).
- How to determine what a role is required to produce(part 3).
- How to clarify a role’s technical responsibilities
- How to clarify a role’s technical responsibilities
(part 2).
- Employee responsibilities: the other side of every role.
- Where duties, policies, and procedures fit in.
- How to assign the right metrics to a role.
- Where to include additional authorities, accountabilities, and delegations (part 1).
HOW TO EMBED ROLE CLARITY INTO POSITION
DESCRIPTIONS
FOR USE IN EVERYDAY WORK ACROSS THE ORGANISATION
Position descriptions become worthless if they don’t accurately reflect a role, or if they are ambiguous, outdated, mix personal traits with role requirements or are quasi-marketing documents.
When properly crafted, PDs serve as unbiased, reliable benchmarks essential for daily operations, production, performance management, comprehensive employment activities, and critical financial and operational decision-making.
Accurate PDs are the backbone of a well-functioning organisation, enabling clear expectations, objective assessments, decision-making and strategic planning.
When properly crafted, PDs serve as unbiased, reliable benchmarks essential for daily operations, production, performance management, comprehensive employment activities, and critical financial and operational decision-making.
Accurate PDs are the backbone of a well-functioning organisation, enabling clear expectations, objective assessments, decision-making and strategic planning.
VIDEO TITLES
- The Header: Role classifications and scope (part 1).
- The Header: Role classifications and scope (part 2).
- The Header: Role classifications and scope (part 3).
- Role purpose, end products and metrics
- From purpose to end products: How to communicate the role’s technical responsibilities (part 1).
- From purpose to end products: How to communicate the role’s technical responsibilities (part 2).
- Additional Inclusions.
- Group 1, 2 & 3 employee responsibilities.
- Final inclusions and how to use PDs in daily work.
Whether in our work or personal lives, understanding the core principles of human thought, behaviour, actions, and reactions, as well as the drivers behind motivation and influence, is crucial for effective human interactions.
The knowledge in these videos will equip you with some essential tools useful for cultivating a cohesive organisational culture, building positive work relationships, fostering trust, engagement and collaboration at every level in an organisation.
It will also provide answers about why people trigger different emotions, how to handle them when they do trigger, and how to spot and deal with toxic workplace behaviours.
The knowledge in these videos will equip you with some essential tools useful for cultivating a cohesive organisational culture, building positive work relationships, fostering trust, engagement and collaboration at every level in an organisation.
It will also provide answers about why people trigger different emotions, how to handle them when they do trigger, and how to spot and deal with toxic workplace behaviours.
BRAIN AND BEHAVIOUR
THE BASICS OF WHY PEOPLE THINK AND BEHAVE AS THEY DO
BRAIN AND BEHAVIOUR
THE BASICS OF WHY PEOPLE THINK AND BEHAVE AS THEY DO
Whether in our work or personal lives, understanding the core principles of human thought, behaviour, actions, and reactions, as well as the drivers behind motivation and influence, is crucial for effective human interactions.
The knowledge in these videos will equip you with some essential tools useful for cultivating a cohesive organisational culture, building positive work relationships, fostering trust, engagement and collaboration at every level in an organisation.
It will also provide answers about why people trigger different emotions, how to handle them when they do trigger, and how to spot and deal with toxic workplace behaviours.
The knowledge in these videos will equip you with some essential tools useful for cultivating a cohesive organisational culture, building positive work relationships, fostering trust, engagement and collaboration at every level in an organisation.
It will also provide answers about why people trigger different emotions, how to handle them when they do trigger, and how to spot and deal with toxic workplace behaviours.
VIDEO TITLES
- Introducing the seven families of emotions.
- Anger: its purpose, triggers, and how to handle it.
- Contempt: its purpose, triggers, and how to handle it.
- Disgust: its purpose, triggers, and how to handle it.
- Fear: its purpose, triggers, and how to handle it.
- Happiness: its purpose, triggers, and how to reinforce it.
- Sadness: its purpose, triggers, and how to handle it.
- Surprise: its purpose, triggers, and how to handle it.
- What we can and can’t tolerate when in different emotional states.Stress and triggering
- Working with difficult personality types.
- About Narcissism.
- About Workplace Psychopaths 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.
DELIBERATE
LEADERSHIP
LEADERSHIP
FOR IDENTIFYING AND INFLUENCING LARGE AND SMALL CHANGE
Leadership is a discipline in the same way as is Medicine, Engineering or Marketing. Like all disciplines, leadership has evolved to adapt to adapt to changing business, social, and other environments.
In this series, we unveil the modern demands of leadership and clarify why leadership and management have each split into two distinct forms servicing different organisational and employee needs.
We explain when, how, and why each form should be applied for the best outcomes.
In this series, we unveil the modern demands of leadership and clarify why leadership and management have each split into two distinct forms servicing different organisational and employee needs.
We explain when, how, and why each form should be applied for the best outcomes.
VIDEO TITLES
- Common misunderstandings about leadership.
- Why views about leadership keep changing.
- What intent and intention have to do with leadership.
- About power.
- When to control and when to let go.
- Who are people really following in your company and why?
- First and Second Order Leadership and Management (part 1).
- First and Second Order Leadership and Management (part 2).
- Leadership hijacking: Why leadership often fails.
- Unity of Command, Directions and Silos.
- Some final thoughts
Every day, we're inundated with information and opinions stemming from social and print media, TV ads, and conversations at work and home. While these influences can sometimes broaden our perspectives, they can also be illogical and can subtly manipulate our opinions, judgment, and actions.
Recognising such faulty communications is crucial for maintaining independent thinking and authenticity. This is where logic and critical thinking come into play.
Far from being boring, the videos in this series will guide you through the basics of logic and critical thinking in an easy-to-understand fashion.
Mastering these skills will not only transform how you see and interact with the world around you but will provide you with the tools to gain more confidence and control when dealing with work and personal situations.
Recognising such faulty communications is crucial for maintaining independent thinking and authenticity. This is where logic and critical thinking come into play.
Far from being boring, the videos in this series will guide you through the basics of logic and critical thinking in an easy-to-understand fashion.
Mastering these skills will not only transform how you see and interact with the world around you but will provide you with the tools to gain more confidence and control when dealing with work and personal situations.
LOGIC &
CRITICAL
THINKING
CRITICAL
THINKING
FOR MORE POSITIVE INTERACTIONS, PROPOSALS, PROBLEM-SOLVING & DECISION MAKING
LOGIC &
CRITICAL
THINKING
CRITICAL
THINKING
FOR MORE POSITIVE INTERACTIONS, PROPOSALS, PROBLEM-SOLVING & DECISION MAKING
Every day, we're inundated with information and opinions stemming from social and print media, TV ads, and conversations at work and home. While these influences can sometimes broaden our perspectives, they can also be illogical and can subtly manipulate our opinions, judgment, and actions.
Recognising such faulty communications is crucial for maintaining independent thinking and authenticity. This is where logic and critical thinking come into play.
Far from being boring, the videos in this series will guide you through the basics of logic and critical thinking in an easy-to-understand fashion.
Mastering these skills will not only transform how you see and interact with the world around you but will provide you with the tools to gain more confidence and control when dealing with work and personal situations.
Recognising such faulty communications is crucial for maintaining independent thinking and authenticity. This is where logic and critical thinking come into play.
Far from being boring, the videos in this series will guide you through the basics of logic and critical thinking in an easy-to-understand fashion.
Mastering these skills will not only transform how you see and interact with the world around you but will provide you with the tools to gain more confidence and control when dealing with work and personal situations.
VIDEO TITLES
- Careful, intentional thinking and sound judgement.
- Arguments, premises and conclusions.
- Illogical reasoning – Personal attacks.
- Illogical reasoning - Trust me because…
- Illogical reasoning - Manipulating emotions.
- Illogical reasoning - Manipulating content.
- Illogical reasoning - Garbled cause and effect.
- Illogical reasoning - Faulty deductions.
- Judgement, belief, and opinions.
- Application to real-world problems.
BETTER PROBLEM SOLVING & DECION-MAKING
WHAT YOU DON’T KNOW
CAN HURT YOU
CAN HURT YOU
We all acquire formal and experience-based problem-solving and decision-making skills through throughout our lives.
However, there’s certain information that’s key to whether problem-solving and decision-making will be successful or will cause later problems - especially in a work environment.
In this series, we build on the information in the “Logic and Critical Thinking” series and share information that will help you avoid making serious mistakes and their negative consequences when solving problems or making decisions.
However, there’s certain information that’s key to whether problem-solving and decision-making will be successful or will cause later problems - especially in a work environment.
In this series, we build on the information in the “Logic and Critical Thinking” series and share information that will help you avoid making serious mistakes and their negative consequences when solving problems or making decisions.
VIDEO TITLES
- The anatomy of a problem & What problem are you trying to solve?
- Why risk, ambiguity and true uncertainty can trip you up.
- Whose advice should you take and why?
- Our brain and how it can support or hijack good decision-making.
- Decisions – Their hidden, ongoing powers.
- Group Think – When consensus becomes dangerous.
- Why Finding – The best tool for complex problem. solving.
- Pilot programs – Try before you buy.
- Final thoughts.
Managing people and performance can be challenging, and mistakes once made can have serious consequences. Not only can employees’ mental health be affected, and their reputations harmed but organisations and managers can face fines from legal and government bodies if they fail to ensure natural justice in their dealings with affected employees.
These days the burden of proof lies with organisations to prove they acted appropriately, rather than the employee having to prove their innocence of any wrongdoings.
Despite these challenges, fostering engagement and properly handling performance management, investigations, and disciplinary actions can be straightforward with the right knowledge and application.
The knowledge in this series is essential (and second only to ensuring role clarity) for creating a positive organisational culture and employee stability and well-being.
By integrating justice into their actions, organisations can protect employees' mental health and well-being and avoid adverse actions and unfair dismissal claims.
These days the burden of proof lies with organisations to prove they acted appropriately, rather than the employee having to prove their innocence of any wrongdoings.
Despite these challenges, fostering engagement and properly handling performance management, investigations, and disciplinary actions can be straightforward with the right knowledge and application.
The knowledge in this series is essential (and second only to ensuring role clarity) for creating a positive organisational culture and employee stability and well-being.
By integrating justice into their actions, organisations can protect employees' mental health and well-being and avoid adverse actions and unfair dismissal claims.
ENGAGEMENT, PERFORMANCE MANAGEMENT, INVESTIGATIONS
& DISCIPLINE
& DISCIPLINE
WITHOUT GETTING INTO TROUBLE
ENGAGEMENT, PERFORMANCE MANAGEMENT, INVESTIGATIONS
& DISCIPLINE
& DISCIPLINE
WITHOUT GETTING INTO TROUBLE
Managing people and performance can be challenging, and mistakes once made can have serious consequences. Not only can employees’ mental health be affected, and their reputations harmed but organisations and managers can face fines from legal and government bodies if they fail to ensure natural justice in their dealings with affected employees.
These days the burden of proof lies with organisations to prove they acted appropriately, rather than the employee having to prove their innocence of any wrongdoings.
Despite these challenges, fostering engagement and properly handling performance management, investigations, and disciplinary actions can be straightforward with the right knowledge and application.
The knowledge in this series is essential (and second only to ensuring role clarity) for creating a positive organisational culture and employee stability and well-being.
By integrating justice into their actions, organisations can protect employees' mental health and well-being and avoid adverse actions and unfair dismissal claims.
These days the burden of proof lies with organisations to prove they acted appropriately, rather than the employee having to prove their innocence of any wrongdoings.
Despite these challenges, fostering engagement and properly handling performance management, investigations, and disciplinary actions can be straightforward with the right knowledge and application.
The knowledge in this series is essential (and second only to ensuring role clarity) for creating a positive organisational culture and employee stability and well-being.
By integrating justice into their actions, organisations can protect employees' mental health and well-being and avoid adverse actions and unfair dismissal claims.
VIDEO TITLES
INTRODUCTION
PERFORMANCE MANAGEMENT
INVESTIGATING MISCONDUCT
PERFORMANCE MANAGEMENT
- Principles that underpin Performance Management.
- The 8 Intervention points connected with Performance Management.
- The 10 Traps to Avoid
INVESTIGATING MISCONDUCT
- Workplace investigations – What you should know before you start.
- Workplace investigations – Steps 1 to 4: From initial complaint to notifications.
- Step 5: Interviewing.
- Step 6: Collecting evidence.
- Step 7: Analysing data for reliability & recommendations.
- Step 8: Reviewing findings & proposed recommendations.
ALLEGATION OUTCOMES
- Step 1: Approval to continue disciplinary actions
- Step 2: Disciplinary letters
- Step 3: Final determination and meeting with employee
ENGAGEMENT, MOTIVATION & REWARDS
- Engagement part 1
- Engagement Part 2
- Equitable rewards
CHANGE, TRANSITION
& TRANSFORMATION
& TRANSFORMATION
THIS SERIES BUILDS ON THE PREVIOUS SERIES
You might have heard it said that people don’t like change, and yet change is one of the constants throughout our lives. This apparent contradiction arises because change when it’s perceived as abrupt, unjust, uncontrollable, or poorly managed, can evoke a range of emotions leading to anxiety and resistance - and that’s what people typically mean when they say they don’t like change.
However, when the right form of change is needed and is appropriately structured, communicated, and implemented, it fosters a sense of ownership and collaboration, turning potential obstacles into supportive growth.
In this series, we’ll look at untangling change, transition, and transformation. We’ll explain the types of change and when and how to implement them, what causes resistance to change, and how to handle it. And we’ll look at why some people are quick to want change, whether it’s always necessary, and what can be done instead.
However, when the right form of change is needed and is appropriately structured, communicated, and implemented, it fosters a sense of ownership and collaboration, turning potential obstacles into supportive growth.
In this series, we’ll look at untangling change, transition, and transformation. We’ll explain the types of change and when and how to implement them, what causes resistance to change, and how to handle it. And we’ll look at why some people are quick to want change, whether it’s always necessary, and what can be done instead.
VIDEO TITLES
- Navigating Change, Transition and Transformation.
- First Order Change – What it is and when to use it.
- Second Order Change – What it is and when to use it.
- Linking First and Second Order Change with Leadership and Management.
- What causes resistance to change?
- Is change always necessary?
- Final thoughts.
