What will really drive a reduction in re-offending?

This week saw UK media discussion and political debate again relating to initiatives to reduce re-offending. But are all the elements needed for successful transition really understood by society?

I am actively helping ex: offenders and also their families to make the transition to a new life and my interest, is seeing support for real people change taking place. 

However I would like to see this approached through a joined-up mind-set of experts, specialists, communities and involving ex: offenders too.  These 4 are the key stakeholder Groups that have a vested interest and not unlike many other change activities you see within; Education, Business, Healthcare and Public Sector; it only works when stakeholders come together to design and deliver the change. Not as easy as it sounds though. 

In the UK I detect a dis-jointed understanding of what drives people into crime, but more importantly what keeps them locked within the temptation of crime, and the type of deep damage to society when scaled up and across the UK. Damage to; communities, families and of course to the public purse. I don’t see an acceptance of the fact that crime is something that not only affects everyone, but to address it effectively, it needs to involve everyone too. Emotions run high when you ask people their views on crime and what drives it – especially from those who have never experienced it within their close family and are blinded by bias and mis-information.  

My response to this recent media attention and debate is to challenge it by asking "if you were able to research all newly released or recently released ex: offenders, do you think that many are emotionally prepared for what they need to face out here in order to be able to create a new life and evade criminal temptation?" By asking this I am not asking for sympathy for ex: offenders, but I am asking for an understanding of what it is that drives people to take-up crime again. Only then do you determine the keys for change and the engagement needed into that change. After all, if you humanize a situation and ask society to look at the emotional and behavioural aspects they often become very open and empathetic – rather than irrational. 

I am a firm believer in changing what drives the person, by utilising resources and insight that surround them right now. What makes the person tick and look at the world today, what drives them in the context they live within today and how are they relating to their extended family and support ensures that they realise what the start point is. Many people simply don’t know anything better/any better way than what they have become accustomed. Give them an understanding of what their needs are, such as; consistency, love/connection and feeling significant to others, they can then realise that these are factors that drive us all - nothing unique. Give them access to other ex: offenders to work with and they see that can they are not unique in feeling vulnerable and uncertain of the future now they are outside the gate. A need for money and an ability to make it also drives them – as with us all. We need to create a mechanism that they can join, that takes them through a transition that actually means something and is designed to be funded by success across all 4 stakeholder groups.

This basic human aspect understanding is missing from the “how to reduce reoffending” debate. Millions are spent processing and managing the results of crime, each week. Yet only hundreds are spent helping support ex: offenders and their families to make a positive transition and move into a new life. The ratio is wrong and the return on the investment of processing and managing the results of crime is debatable.

To reverse the ratio, see a reduction in spend on processing and managing, re-using the money to develop new initiatives to support transition “outside the gate” inside the community, is where I see a tangible opportunity to reduce re-offending.  But all stakeholders need to be involved and engaged.

BUT, this would be a long and frustrating process requiring honest, balanced political involvement and use of media to better communicate the journey to society – less about scoring points and more about creating and managing a momentum of deep change.

Question is, is there really an appetite for this, above spin! 

Until next time....
Jay

Are you going through a Transition?

Many people, each year, go through a Transition and when doing so experience immense emotional upheaval. When you look-up the term Transition, it is defined as "passage from one form, state, style, or place to another". 
Transition boils down to being something like; Outplacement/Redundancy, Separation/Divorce, leaving College or University or even stepping up into a Promotion or taking a New Job. Transition can be a major event too, for people like ex: Forces personnel, where it is a full life change which takes them from one environment, culture and community to a new and often alien one. 


I introduce Transition as being "when you are leaving behind the sense of who you are and where you have established an identity/connection (expressed in a current work or lifestyle) to start afresh". 

The impact emotionally of adjusting to new cultures at work or socially, understanding behaviours and politics around you, dealing with new relationships and finding inner motivations to keep yourself going, I suspect is not something you will have ever been told to consider, when making a change to some aspect of your life.
 
Another major factor is the wider impact of a person's Transition upon any immediate family, colleagues, friends or acquaintances and that can cause longer term issues that need to be addressed.

Time to consider this...
One of the most important things to recognise in your life today, is that all around us are factors that will significantly affect how we live our lives! From the moment you wake, other people are impacting upon you. Their thinking, emotions and behaviours will inhibit or facilitate you as you go through each day. 

Many of us are never taught about the People Factor as we grow up, i.e. the thinking, emotions and behaviours that go on all around us, which drive the best and worst decisions, making or breaking relationships and inhibiting or facilitating progress (planned or unplanned). We all struggle(d) with "Why" things are happening as they are, "How" to get things under control again....


Teacher becomes Manager... training wasn't enough!
A client attended one of my Transition workshops, because although she undertook and self-funded specific training she felt would help her in the move into management (moving into a new school to take the role), she was struggling to settle into the role and was finding that the Transition was quite stressful and emotionally exhausting. Not uncommonly the Transition process she had undertaken, had not incorporated her own needs and how to plan for and adapt to the thinking, emotions and behaviours of people she was going to be working with and leading. It didn't have any evaluation method for evenings and weekends.


The balance of insightful People Factor planning and methodical self evaluating was missing. 

In essence she was stuck adjusting to new cultures at work, not understanding behaviours and politics around her, trying to build new relationships and through all of this emotional turmoil, trying to find inner motivations to keep herself going.


Do you recognise this?
Transition, as I have stated above, is something that many people are involved with. However, not many consider the people aspect (themselves and their needs, plus how to navigate the thinking, emotions and behaviours they will face). If you are taking a new job, have lost your job, are in a difficult stage in your relationship, have a teenager who is going through a difficult stage, or perhaps you are in the middle of a major change at work..... this is Transition. How you deal with the People Factor, determines how you cope and continue without stress and strain.

The People Factor is not "fluffy" stuff, it is real and does make an impact upon your life.

If you want to know more about making the Transition in your life more effective and rewarding (for you and others) consider how you deal with the People Factor.

Until next time.... Jay

By The Way....... yes she is continuing in the role and I am helping her. Never give up!

Pitting People Against Each Other, Why Do It?

Have you ever wondered why leaders have a tendency to pit people against each other in what they think is merely a friendly competition to create a bit of a buzz, or to motivate in some way?

Everywhere I go, whether in work or social environments I see and hear the well intentioned banter that is supposed to be "pushing people together" or "motivating". I felt humorously compelled to write this when out recently and saw a youth football team training together publicly.

Picture the scene, loads of youngsters trying to impress their coach, friends and passers-by as they go through their training session. Each have their own levels of skill and ability and the dynamics are fascinating to watch. What I observed was typical of any work or social environment containing adults, the "motivation" and "team work" strategy used was to pit the youngsters against each other, poke fun, highlight failure and weakness as a way of "snapping them out of it" and pulling them all together. I smiled to myself as I recognised my own youth and that this is a typical scene everywhere you go where humans interact.

This is how many people in leadership roles (at work or within a community) assume that they can get best results from people in their team or group. It is ingrained as a tactic to get the best results, it's harmless and works... right?

I can tell you for sure, that this strategy can and probably is tearing the team or group apart!. 

Why? All of us carry within us a range of insecurities and needs (many hide them extremely well and you would not guess). Bringing up sensitive issues to try and motivate or stimulate competition and energy, or ignoring the visual tension displayed and playing favourites, or using sarcasm to make a point, are all ways to stir up issues.  It drives resentment, frustration, insecurities and divides people.

Next time you see this tactic being used, at work , at home or socially, watch what goes on within the group. Watch the reaction of those under the leaders spot light (their body and use of language). Ask yourself, I wonder what is going on in their minds right now, and how they will feel in a couple of hours time. Also, ask yourself if the person with the spot light is even aware of what they are doing.

No one likes to feel small in front of their peers, siblings or team mates; even if the thinking is that it’s the push they need to improve or get the message.  It simply doesn't work as a way of jolting people into action and competing against each other.

How you actually motivate people and teams is by getting to the heart and mind of each person. You need to establish (yes take the time to research the person), what they are driven by and  then, simply by using positive language - that the person relates to and recognises -  you can motivate them unconsciously! You can make them aware of what they need to do, as well as make them feel they can do it, by communicating in their own language (through the way that they look at life and what human needs are driving them unconsciously).

Why concern yourself with this? 

The same understanding and ability to communicate in a deeper way, helps you to form the types of connections with people that you have never thought possible.

Imagine being able to interact better and more successfully at work! Imagine being able to spot a conflict coming and defuse it! Imagine being able to get better results simply by knowing the person better and connecting with them in a way that by-passes fake smiles and distracted dialogue.

Reality shows are all the rage, why? because we are fascinated with other humans (as well as animals), yet we don't know very much about what is going on. We yearn for tips to use to get better results (Super Nanny, Dog Whisperer, etc).

Stick with me and I will help you to build up an understanding of what is going on around you, and how to navigate your way to a more fruitful life and work experience. Why? because it will make life less frustrating and complex if you can understand the types of behaviours around you - and what causes them!

Take a look at the previous Posts to get an insight into Human Needs. I will be putting up a range of video's on my website JayBaughan.com, which will also appear on You Tube.

Go on, why not subscribe!
Until next time...... Jay

Your Mindset - Is It Costing You?

Last week I met a great guy called Andy Cope, who is the founder of a company called Art of Brilliance, he was presenting to 150+ teachers at a major School in UK. I have followed Andy's activities for a few months now, as I am always interested in fellow professionals who help People to get more out of their lives, to understand themselves and others better. 

Andy is a Happiness Expert and travels the UK - in much demand - introducing audiences to the value of living your life within the 2% zone. In short, we experience our greatest pleasure when in the right frame of mind but this tends only to be 2% of the time. This good 2% mind-set allows you to see and in turn actually take control of and enjoy life. Andy states and I agree, life is not a rehearsal and many of us get locked into the negative 98% and miss-out on the 2% that makes us totally and blissfully happy. Check him out on You Tube, not only does he entertain, but he knows his stuff (he will soon complete his Doctorate and then call himself Dr of Happiness).

The Science:

According to the US National Science Foundation, our brains produce as many as 50,000 thoughts per day. Ninety-five percent of these thoughts are repeated daily. Your thoughts become your beliefs which, in turn, become your mindset. Your mindset governs your actions, which lead to your results. In short, if you have a mindset that limits your potential then you will likely accept limited results in your life.

Be Honest:

I always ask clients "Do you have a mindset that limits what’s possible in your life or one that encourages you to see potential and possibility and move past obstacles?" Or, "Are you more familiar with the words can’t, unattainable, and impossible or do you naturally see solutions and challenge the status quo?"

For me, one of the most effective ways to change your mindset is to be honest with yourself and consider the following question: “What is my current mindset costing me?”

Consider then the following questions and outcomes:

• Are you staying in a job you dislike because you have convinced yourself you are not qualified to do anything else or start your own business and be an entrepreneur? This could be preventing you from feeling excited about your day, finding your passion, and making a valuable contribution to the world.
• Are you staying in an unfulfilling relationship because you have convinced yourself you can’t meet anyone else or don’t deserve better? This could be preventing you from meeting a loving partner who respects you and wants to build a great life together.

Sometimes it’s hard to quantify the financial and emotional costs of having a limiting mindset, but they are real and show up in every facet of your life on a physical, emotional, mental, financial, and spiritual level. Ask yourself then, is your mindset costing you happiness, good health, time, love, money, laughter, opportunities, or peace of mind?

Take a moment and move through the key areas of your life — Career, Relationships, Finances, Fun & Creativity, and Healthy Living — to consider if your mindset is holding you back from reaching your greatest potential. This exercise is fun to do with a friend as well.

Remember, you decide how you think and what becomes a can or can’t. Start asking yourself what’s possible and what you really want to accomplish.

Consider Where You Are Today: 

Our thoughts are powerful because they create the mindset that we live by. In moving forward, sometimes you need to take a moment to reflect if you have all the internal resources necessary to be your best – mindset is one of them. It’s time to be aware what your current mindset is costing you.

Until next time.... Jay

Winning comes down to Hearts & Minds

Looking at this picture, it could be set anywhere...

So if it were your workplace and your team of colleagues that you spend hours per week with, have you ever wondered what they are really thinking when it comes to joint objectives, innovation, conflicts or perhaps relationships?

Perhaps you all share current thinking, demonstrate emotions that are bubbling away... or not.

But how can you make your work (and home) life easier to fathom and influence what evolves each day?



When it comes to determining how best to get the workplace motivated, focused and joined-up, many businesses have great ideas and try hard, some business are too busy dealing with the day to day to give it consistent focus, others do not factor it in at all!

One thing for sure is, especially during tough times for employees and their families, that being happy and secure at work is as important as being safe and secure at home (enough money, happy relationships, social activities, etc). If the positive/negative balance of either Work or Home comes under threat or perceived threat, an individual can quickly become confused, de-motivated, disillusioned, anxious, resistant or disengaged.

Earning an income and maintaining a level of consistency and significance drives most of us, because it is what we are hard-coded to need. So if being at work becomes a chore, where you don't know what is really going on except what you "hear" or perhaps "see" going on, and you don't particularly feel valued or involved, perhaps because everyone is too busy or secretive, then you are going to be making an impact upon your colleagues, manager and the business - perhaps without even knowing it!

What is "hearts and minds" then?
Within the workplace the dynamics of thinking and emotions drive the best and the worst decisions, they drive positive or negative behaviour. Thinking and emotions are the way that people look at and interact with the world around them. This is not fluffy, it is basic human activity and can be found the world over.

When I left the British Army in 1988 the term "hearts and minds" was synonymous with desert campaigns where troops went into local communities to connect with locals and win their "hearts and minds" through understanding what made them tick (motivations, values, beliefs, fears, anxieties, culture, history, traditions) and then interacting with them through this insight. This was and still is, the chosen way to connect with people's emotions and thinking, and to develop significantly potent and deep connections.

Take this into the world of industry and commerce, the rules and applications are exactly the same, the results and longevity are potent. But, how many organisations and leaders, their managers and supervisors, actually accept that winning "hearts and minds" is a useful and effective tool in getting better engagement, less resistance and greater innovation and adaptability out of employed teams?

Make it a focus, get the results..
I am an advocate of putting "tools" into the hands of people so that they can better enjoy and interact with life (at home and work). Often this involves direct interventions to "walk to talk", but once people see how easy it is to connect with others and to create real buy-in, they enjoy the results of new interactions and of connecting with others - they naturally accept the benefit. Any aspect of working with or leading, other people, requires an ability to connect in order to work together well. Just telling someone to do something doesn't work unless of course they rationalise the task positively themselves and do it anyway but will still have a level of resistance. But by working through the "hearts and minds" logic, you have been encouraging them to think with you and develop self-motivated actions ahead of you/with you - which is the key!

Employees and managers, in many work environments today, are under extreme pressure to deliver more with less. Executives and managers feel the stress and pass this on (intentionally or unintentionally) to those around them. The most effective leaders have created better buy-in and support from those around them, who share the emotions linked to objectives and to drive toward the same goals.... so why do they do this?

Not Rocket Science..
This is not about training, it is something we can all do naturally (making friends, networking, etc we want to get behind the person) but often at work it is not considered either appropriate or applicable. But be honest, at work most decisions are driven my doing some due diligence in advance, where you understand what you are up against and what is best to mitigate the risks. So why then not apply this to people management or team dynamics and do the due diligence? What you will find is not only interesting, but invaluable for winning the "hearts and minds" of those around you and for getting breakthrough results - for longer. 

No more will you then assume you have the inside track, no longer will you expect things to happen and then become frustrated/angry when they simply don't happen. By communicating and interacting through the process of  "hearts and minds" you make things "real" for you and others, which creates a momentum that does not require constant review or monitor.

My message?
Whether you are an executive, consultant, manager or employee one thing is for sure, you have to rely upon other people each day and how they behave impacts upon you. How you think and behave will impact upon them. This is called the People Factor and it is alive, working and needs to be understood. People either inhibit or facilitate progress and stability, so it is critical to accept that winning "hearts and minds" is the only way to ensure that you have the types of buy-in and connections that will help and support you. 

I have met many that dismiss "hearts and minds" as fluffy or see them this as an element of having soft skills. I say they are missing the trick and are making work life (and I suspect home and social life) much harder than is necessary - why? because when I was a business leader, I said it too!

What Next?

1. Do the due diligence and develop "hearts and minds" skills by getting the inside track on what makes people tick. 
2. Communicate on a level that connects and behave accordingly, so they connect with you.
3. Embrace "hearts and minds" because it works and has done for centuries.
4. My previous blogs explain about the basics of Human Needs, I also provide some basic Resources on my website, that explain about how people think and what drives behaviour... why not have a read.

Until next time... Jay

Successful Leaders and The Millennial Generation

Much of my time over the last 5 years has been spent interacting with what I learned to describe as the Millennial Generation!

This is the demographic born in the 1980s and early 1990s, and are now well established in junior and middle levels within organisations. I like the Millennial Generation! 

Why do I like them? 

It is because when you engage correctly with them - which is not always easy - you find that they are smart, alert and you can tap-into their energy, technological know-how, creativity, and up-to-date social media intelligence. They challenge what they see; they give you feedback and often don't accept things at face value.

In the workplace today, staying ahead of the competition and demands of customers, as well as being operationally agile, requires a workforce mind-set that moves quickly and is not fazed by communication "noise" that seems to have become the norm.

 The Millennial Generation, when managed right:

• Brings more energy into the workplace.
• Is highly productive.
• Works well with a team.
• Is happy to share success with others.
• Loves individuality – yet still desires a team atmosphere.
• Works harder for managers who they feel understands them.

Engage... Why?

Business Leaders of SMEs and large Corporates are quickly realising that it is in their best interest to foster understanding, that nurtures and utilises the Millennium Generation. 

The challenge that faces them, is how they ensure that their wider management teams will create the sort of engagement that this generation of employees demand! 

Employee engagement is quite a buzz word right now and you see lots of words splashed all over the business networks and blog community. David Cameron stated in early 2011 that he wants to create a "Guru Group" to lead the way in how best to guide and encourage organisations to invest time and strategy in creating better levels of employee engagement. Initiatives like this are just what are needed for the present and future, so long as we all understand that the Millennium Generation will be a driving force in many of the initiatives that evolve. 

Managers do and will continue to directly impact upon employees day-today working lives and as such need to come to the party in terms of delivering the kind of engaged team that we need.

7-pointers I Share With My Clients’ Teams

1. The smart manager takes advantage of this generation's intelligence, energy, and technological know-how.
2. The smart manager insists on learning how to manage the Millennial Generation – soon to become the largest group of workers in the UK.
3. The smart manager adapts to these fast-changing, uncertain times – and believes that success comes in the continual interaction for new ideas.
4. The smart manager learns from everyone, everything, and everywhere.
5. The smart manager promotes a message of hope, hard work, and success.
6. The smart manager has learned – already! – How to manage the Millennial Generation.
7. The smart manager understands the Millennials – and uses this information wisely.

Okay then, to summarise 

2012 is going to be a demanding climate for us all, organisations need to be forward thinking and to benchmark the most successful management teams (shown in the Times Top 100 Companies to Work For) helps to show that they have developed ways of creating truly engaged, motivated and yes inclusive teams. Within many of them, the Millennium Generation is active.

My advice to any Business Leaders and their managers, is to fully embrace your Millennium Generation employees. Engage with them, win their trust and look for ways to tap-into what they posses. Then at the same time, engage with the vast experience that exists within the mature employees, to then blend together a potent cocktail of fully functioning and focused teams who are emotionally connected to the overall objectives…

Engage, engage, engage.... the People Factor is already driving your workplace!

Until next time… Jay