Personal Development Tips told through Short and Sticky Stories

Performance Psychology Consultant, Dr. Alexander McWilliam, Talks Presentation Anxiety and Performing Under Pressure with MBM CEO, Darren A. Smith. Join Darren as he asks; 'What makes Dr. McWilliam the best person to talk Presentation Anxiety?'. With perhaps the only PhD, globally, that specialises in why and how we feel nervous when public speaking, Dr. McWilliam has the utmost knowledge and expertise on how to combat presentation anxiety.  Watch or listen to the podcast episode to experience Darren and Alexander exploring the ins and outs of this subject.   Click the Image Above to Watch the Full Episode on YouTube.   Read The Full Episode Transcription Below: Darren A. Smith   Welcome to the world's stickiest learning. My name's Darren Smith, and more importantly, I'm here with our guest. Thank you for coming. Alex, how are you?   Alexander McWilliam   I'm very good. How are you doing?   Darren A. Smith   Hey, I'm good. I'm good. We've both got our funky shirts on and striped. You're in check. We better not go to the same party. We'll clash. But hey, we're good. We're good. Let's get back to you. We're going to talk about presenting and about being nervous and speaking up and those types of things. We'll get to that in the nicest possible way. Why should we listen to you when you talk about this topic?   Alexander McWilliam   Well, we said my name is Alex, which is true, but my full title is Doctor Alexander McWilliam. I've got a PhD in public speaking anxiety and performing under pressure. To my knowledge, the only person in the UK potentially globally with a PhD specialising in this field, and I've been coaching presentation skills confidence when presenting for almost  decades, so a wealth of experience. It makes me feel old, but. An expert in the field of anxiety and performing under pressure.   Darren A. Smith   Two decades we haven't even got any grey hair. What's that about? OK, so you're the only one with the PhD potentially in the world in this. So just tell me about that. How long did you study for to get this?   Alexander McWilliam   So my PhD took  1/ years in total, so it was three years. Multiple studies I looked at AI looked at all the interventions available for public speaking anxiety into reduction. That was one area of study. I developed a questionnaire to help identify specific public speaking concerns because there's so many in the world. But actually when we're coaching, we need to identify what it is specifically.   Darren A. Smith   Yeah.   Alexander McWilliam   And then a last study was using acting and improvisation to help reduce public speaking anxiety. So over the three years, there was all of these studies going on with multiple participants trying to figure out why they get anxious. How do we overcome that? And as there's so many interventions available, can something alternative, like acting in improv, which hasn't seen many mainstream sort of interventions, you see CBT, you see exposure therapy, things like that. But acting in improv, that was the unique route I wanted to go down and bring on my own expertise of being an actor and being an improviser.   Darren A. Smith   Yeah. Yep.   Alexander McWilliam   With that so 3 1/2 years of lots and lots of studying, lots of reviewing, lots of writing, and if anyone's doing it, if anyone's done it, they know that it is a mammoth of a task. But so rewarding once it's done.   Darren A. Smith   Impressive. OK, so 3 1/2 years doing that and and just would you just paint a picture for us? So what did you do? You did some research, not some. You did research. You looked at research you practise it. Is that we did for 3 1/2 years.   Alexander McWilliam   I read a lot of papers looking at theories, different theories from sports psychology, from psychology, looking at why people fail to perform when it when it matters, and what's happening in our bodies and our brains when ...

Discover the Personal Values Coaching Card deck with Expert, Clare Walker Dive into a great discussion between Clare Walker, expert in Personal Values and Darren A. Smith, MBM CEO. Here, the pair talk about why Clare is perfect author of this deck, due to her expertise, training and extensive career experience, how the deck works and what you can do to improve your coaching whilst utilising Coaching Cards.   Watch the full podcast on YouTube by clicking the image above. Read the full Personal Values podcast transcript below: Clare Walker, Vodafone   0:04 Yeah. Darren A. Smith   0:06 OK, so the whole thing is probably, I don't know, 3-4 minutes, 5 minutes. You know, it's not a long video. It's as much as you want to say. Really the idea is we're helping people to understand and use them. Clare Walker, Vodafone   0:20 Well, no, I'm not. I'm gonna go the personal values. They just look at the opposite way around for the simple reason I built those as very bespoke, not bespoke. But yeah, I built them quite bespoke. Darren A. Smith   0:34 OK. Clare Walker, Vodafone   0:36 Yeah. OK. Let me go personal wrong. Darren A. Smith   0:40 So the first question coming up after I ask you who you are and what you do is what are these personal values cards all right. So we're just doing the what the what the why in the how. OK. So let me make sure you're OK with that. Clare Walker, Vodafone   0:58 Let me completely blame and just push my credit First off. I'm gonna be on video. Darren A. Smith   1:05 And then afterwards I got a different question for you. Nothing to do with the video, just something I've had your opinion on. OK. All right. I'm ready when you are. Clare Walker, Vodafone   1:13 OK. I'm ready now. Darren A. Smith   1:20 Talks, it looks real. It's good. Love the dunks. Hi, my name is Darren Smith. I'm from the world's stickiest learning. I'm here with Claire Walker from Vodafone. Claire, how you doing? Clare Walker, Vodafone   1:33 I'm very well. Thank you, Darren. Darren A. Smith   1:35 And Claire, what do you do at Vodafone? Clare Walker, Vodafone   1:38 I am the coaching and mentoring lead, so it means that I look after all things for external coaching, internal coaching, coaching resources and also training people how to have a coaching mindset as opposed to be coaches. Darren A. Smith   1:53 OK. And how long have you been doing coaching? Not necessarily just a Vodafone, but how long have you been doing coaching things for? Clare Walker, Vodafone   2:02 I started my professional or my my more structured career back in 2016, but actually through conversations and interviews like this, I realised I've pretty much been coaching all of my life. Darren A. Smith   2:14 Love that, love it. Love it. OK, OK, now we're here talking about these coaching card things. We have a number of coaching cards and you kindly collaborated with us on a particular deck. So I'm going to ask you a few questions to share with the folks that are watching. What are these things? Why did you create it and how to use them? So let's start with the first question. What did you create? What are they? Clare Walker, Vodafone   2:41 I created a deck that our personal values cards and I have them all here. Darren A. Smith   2:47 Oh yeah. Clare Walker, Vodafone   2:48 And there are 80 of them that help people to understand what their drivers, they're motivators, their way of being is. So by going through these you can really start to investigate what it is that's inside you that can. When you look at them and investigate them can cause less friction for you and greater understanding of not just who you are, but who the people around you are as well. Darren A. Smith   3:16 OK, so these are coaching cards. They look like they're the size of a playing card. OK, there's eighty of them and they come in a little box and their personal va...

Parenting Coach Ruth Taylor Talks the What, Why and How of our Parenting Coaching Cards with MBM CEO Darren A. Smith In this exclusive discussion, Ruth touches on why her experience as a parent herself and her training as a soft skills facilitator makes her the perfect coach to have written our deck of 80 parenting coaching cards. Ruth and Darren cover the what, the why and the how of this deck of coaching cards, together with a few key pieces of advice and guidance that can be found in this brand new deck!   Click Here to Watch the Full Podcast on YouTube.   Read the Full Parenting Coaching Cards Podcast Transcript Below: Darren A. Smith Welcome to the world stickiest learning. My name is Darren Smith and more importantly, I'm here with Ruth Taylor. Ruth, how you doing?   Ruth Taylor Pretty good today. Thank you. When I say today, for me it's night time.   Darren A. Smith Good. It is. Where are you in the world?   Ruth Taylor Well, I decided to move from the UK all the way to the other side of the world, so I'm currently in New Zealand.   Darren A. Smith Right. OK. So it's 9:00 AM here. It's probably about 9:00 PM there, isn't it?   Ruth Taylor 10:00.   Darren A. Smith Oh, right. OK. Thank you very much for coming in. We've got 3 short questions for you about the cards that you created, which I can see on the right there. So the first question is: Why, in the nicest possible way, should we talk to you about parenting? What do you know about parenting?   Ruth Taylor When I came to New Zealand, I had toddlers and now I have two adults who I'm very proud of. They're in their 20s now. I was very fortunate. I did  parenting courses before I had parents.   Darren A. Smith  OK.   Ruth Taylor Parents? before I had children. Before I had children and that's something that most people don't get the chance to do. But I was trained as a parenting coach and a facilitator for courses by health promotion at the time to work with parents, and I thought this is awesome. I've got this and then what I found was the reality of having your own children is.   Darren A. Smith Yeah.   Ruth Taylor Not quite as simple as they made out. But there were things which I was able to consider before having children, which maybe other people weren't, because obviously having gone on the courses, there was things I could talk to my husband about going. Have you ever thought about this? It was like, no. So those questions where I was thinking, well, how can we encourage other people to be able to ask those questions either before they even think about getting pregnant, when they are pregnant. And all that. So that's really kind of where the coaching clads came from and also where the sort of sections of the the cards came from. So and in my life I'm a facilitator. I I facilitate soft skill courses, communication skills, conflict management, leadership skills. Emotional literacy. A lot of things like that. So I've worked in schools, I've worked in hospitals with leaders, with parents, with children. So I guess I have a different insight as well as. How how we often think about children isn't actually how children think, and sometimes we don't think of the impact of our actions on our children. And therefore having again having card which encourages to reflect before we open our mouths or before we make certain decisions means that hopefully we'll get more of the behaviour we're looking for.   Darren A. Smith That that makes perfect sense. I know. When Gabby was born 25 years ago, these things don't come with a manual and you come home and you go. I have no idea what to do. My life has changed. Yeah.   Ruth Taylor The thing is, things change all the time, so these cards don't say do this do that, they say have you considered or? Where would you go for this information? So it's not a, not a guideline of saying, oh, you should pay it this way. And no, no, that's wrong.

Master the Art of Persuasion With Expert Christopher Phelps, Us Ceo of Cialdini Institute Christopher Phelps and Darren Smith dive deep into the psychology of persuasion. Explore the powerful principles that can help anyone improve their persuasion skills. From understanding Robert Cialdini's six principles to actionable insights on how to apply persuasion in sales and business, this conversation is a must-watch for anyone looking to influence effectively and ethically. Click the image above to watch the video on YouTube   You Can Read the Full Transcript Below: Darren A Smith: Welcome to the World Stickies Learning. I'm Darren Smith, and I'm here with Chris Phelps. Chris, how are you doing? Christopher Phelps: Very good, Darren. How you doing? Darren A Smith: Hey, I'm good. You've just managed to solve a problem for me where I've got a stream of light from my light and, and Chris was saying, we'll put a post-it note sort of here, and you've just cracked it. It's been a problem for two years. We're off to a great start. Darren A Smith: So in this podcast we are talking about persuasion, influence, those types of soft skills. I'd like to start with a question, which is why should we and the people listening and watching listen to you when we talk about persuasion? Christopher Phelps: Yeah, that's a great question. Um, so just to give you a little bit of my background, uh, I was very fortunate, uh, and unfortunate at the same time. So I'm a dentist, uh, by trade. Uh, grew multiple dental practices in Charlotte, North Carolina, where I live on the East coast. And, um, had made this bold move of selling two of my best offices, uh, to free up my partners to be happier elsewhere, as I like to say, and took over my two struggling practices, the worst ones, so I could get back to being me, right? Get back to doing it my way. And I felt like if, if, if I could put my, all my efforts into those two baskets, so to speak, that I could do more with those two offices than what I was being held back with, with the four, right? Darren A Smith: Okay. Christopher Phelps: And so when I did that and I made that move, I then realised maybe that wasn't so smart, because now you're stuck with not the ones that were making money, the ones that are costing you money. , uh, one of which was a brand new dental practice that was costing me 70,000 a month, us in expenses, but only taking in 35,000 a month in revenue. So you don't have to be a math expert to realise that's not a good check to write each month, right? So, but what it was was a powerful motivator for me to stop, uh, procrastinating on the problems of these practices or ignoring them, right? And, and deal with them. The problem was I just didn't know what the root cause of the problems were. Okay. And so your brain is funny in that sense. That's why it procrastinates, that's why it ignores the problems, because if it doesn't understand the root cause or doesn't feel like you have the capability to solve the problem, that's what it does to quote unquote protect you. Christopher Phelps: Right? Well, at this point, knew I had to do something and dig into it. And I was fortunate that a friend of mine invited me to a business seminar, and the keynote speaker was the, the godfather of influence himself, Dr. Robert c Cini. And, you know, Cini is a professor of emus, of Mark, uh, psychology and marketing at Arizona State University. Uh, he wrote the book, influence of Psychology of Persuasion over 40 years ago, and that's what he's built his name and research around is this whole idea. And after he, he gone on stage and talked about those six principles. There was one of them in particular that was like my aha moment that I was like, yeah, that principle right there, that one is the root cause of all of my problems in my practices. Okay? So I knew he was, was in, he was an authority, right? Christopher Phelps: This guy had the answer. So I sought him out and, uh,

Mastering the Art of Negotiation: Strategies, Insights, and Real-World Solutions Explore the art of negotiation with a distinguished group of professionals in this Negotiation Skills Training Webinar - Kuwait. Today, we're joined by Darren A. Smith, a seasoned expert in negotiation strategies and the founder of the innovative Sticky Learning methodology. Darren will guide us through some of the most effective techniques for achieving success in high-stakes negotiations, drawing from his extensive experience. Also joining us are Suha Isaac SCV, a dynamic facilitator and partner in bringing this invaluable knowledge to Kuwait, where she has been instrumental in fostering leadership and strategic negotiation skills across various sectors. Suha will share insights into how negotiation principles can be applied in the unique context of Kuwait's culture, especially for leaders in banking, education, and investment. Additionally, we are joined by professionals like Farrah, Yousif, Hamad, and others, who will share their personal challenges and experiences with negotiation, providing real-world examples to enrich our discussion. This session promises to be interactive and insightful, offering practical strategies that can be applied immediately. Darren will dive into the sticky learning approach, demonstrating how repetitive learning over time leads to meaningful behavioural change and long-lasting negotiation skills. Click the image to watch the webinar on YouTube   You Can Read the Full Kantar Market Share Transcript Below: Darren A Smith: Hello and welcome. Suha Isaac SCV: Yeah. Hello everyone? Yes. Hello, hammed. Hello, Farrah. Hello, Yusef. Yousif: Hello. Hello. Hello everyone. Suha Isaac SCV: Hi, hammed. Thank you for joining. Yousif: Thank you. Suha Isaac SCV: Yeah, we're just gonna wait couple of morning, couple of minutes until um, we have more people because they're joining. And we are gonna start in two minutes maybe, Darren. Darren A Smith: We'll just see who else attends and then we'll begin. Suha Isaac SCV: Okay, great. Suha Isaac SCV: And of course, I know it's very difficult for people to join after working hours unless they're really interested in having some insight and a new, uh, let's say a new view about, uh, any topics that will be discussed in these kind of webinars. And, uh, I assume some of the people, I, I assume they have their, uh, I think their, their, uh, kids, uh, going to exams in this period of the time. And many people, let's say busy with starting, uh, preparing for their Christmas leave. So we're, we we're hitting the ground before the 20th of December when everybody actually will be switched off. . Darren A Smith: Makes sense. Suha Isaac SCV: Good. Yeah. Good, good. So the, the mic is yours. Can, uh, Darren, when you want us to start? Darren A Smith: Okay. Well, let's, um, see if we've got a few more people coming. This will be a very interactive webinar, so if you would like to come on camera, and if you would like to join in, I'd love to see your faces and we can chat about what challenges you have and how I can help. Hi. Good. Suha Isaac SCV: Yeah, how you, Yousif: Hi, how are you? Darren A Smith: Hello. I'm good. Good. I'm good. Farrah. Hello? Uh, you are on mute just in case you Farah: . Oh, sorry. I just said hi. Hi. Uh, Darren A Smith: I did some lip reading and I think I guessed. Uh, let's see if Hamed will join us. Can we coax him out? Hamed, do you fancy join us? Okay. And we've got, uh, someone else coming in. Okay. So bear with us while we just grab the late comers. Um, if you could, um, grab a piece of paper and a pen, it would be great. Um, just be some questions. Farah: Okay. Suha Isaac SCV: Okay. I think we have, um, SIA Hussein, thank you for joining us. And I think he, you want to start? Darren A Smith: It's all right. We've got Hamed coming back, so I've just, uh, Suha Isaac SCV: Okay. Darren A Smith: Admitting, um,

How Embracing Nervousness and Understanding Human Factors Can Transform Your Deals In this podcast with negotiation expert Derek Chevalier, we dive into the secrets of mastering negotiations and transforming your approach from amateur to pro. Discover how to leverage your own nervousness to your advantage with the surprising strategy of "rope-a-dope," and learn why understanding the human element in negotiations is crucial for success. With insights that go beyond mere tactics, Chevalier's advice reveals how to effectively manage complex negotiations, understand the hidden roles of all participants, and craft strategies that make you the master of your negotiation game. Ready to up your negotiation skills and walk away with better deals? Read on to uncover the key strategies that will give you the upper hand and turn every negotiation into a win. View this episode on YouTube by clicking the image below. Click the image to watch the podcast on YouTube   You Can Read the Full Kantar Market Share Transcript Below: Darren A. Smith: Alright, alright. Welcome to the world stickies. Learning my name is Darren Smith and my guest is Derek Chevalier. Now Derek and I were just having a great conversation because I was saying how do you pronounce your surname? And you were telling me it's French and it means nice. Is this right? Wow. Derrick Chevalier: OK. Yes, yes, that's it's actually a title, right, a Chevalier or knight. Darren A. Smith: You said so much better than me. Derrick Chevalier: Ha ha ha. Darren A. Smith: And also we were discussing Smith and I was saying how boring it is and I love your surname. I love it, I love it. But let's get down to why we're here. Derek, you're an expert on negotiation. I'm going to ask you a question which will be a little bit tough, but I know you'll take it in the right way. Why should our listeners listen to you when I ask you questions about negotiation? Right. Have you been doing it a while? Derrick Chevalier: Ha. I've been doing it awhile and I think the benefits that can come from the experience that I have is that people can transform their interactions with other human beings. Darren A. Smith: Nice. Derrick Chevalier: It's a process that can be adapted to virtually any element or aspect of both personal and professional life, child rearing to business, yeah. Darren A. Smith: Yeah, yeah. I mean I always say in negotiation, I can negotiate with anyone. But my kids, you know, they just win. But you know, we both know that. Derrick Chevalier: Exactly. Darren A. Smith: Now I've got. Derrick Chevalier: The younger they are, the more true that is. Darren A. Smith: Oh, I want a lolly. I want a lolly. I want a. Oh, come on. You've worn me down. Have 4 lollies, alright? So you and I were talking about this a couple of weeks ago and I said well, let's ask the questions that people are asking on Google, which I've got here. And you said, yeah, you can answer those questions. So that's what we're going to do. We're going to ask you the questions that the folks are mostly asking on Google, like 10,000 hits a month, alright. Derrick Chevalier: OK. Sure. Darren A. Smith: So let's start with the first one. Nice easy one to get us going. What do you mean by negotiation, that's what the folks are asking. Derrick Chevalier: Sure. So it's a formal or informal process of either conflict resolution or problem resolution. Essentially. That's as simple as it is, you know, a process for resolving. Darren A. Smith: I like it. Derrick Chevalier: Either issues or questions or conflicts. Darren A. Smith: Alright, nice. Nice. Alright, nice and simple. For folks watching or listening to this show and they're thinking I can't negotiate. I don't like negotiating and I avoid it. Just a couple of thoughts for them before I move on to our second question. Derrick Chevalier: Right, sure. Quick disclaimer, everything that I'll talk about is based upon the proprietary ne...

Dive Into Whole Brain Thinking In this episode of "The World's Stickiest Learning," hosts Darren A. Smith and George Araham engage in a deep dive into Whole Brain Thinking with expert psychologist Johan Olwagen. The discussion revolves around the HBDI (Herrmann Brain Dominance Instrument) model, exploring its applications and insights. With Johan's extensive experience since the late '90s and the hosts' own encounters with the model, the conversation delves into the value and impact of Whole Brain Thinking. Get a comprehensive understanding of HBDI and its relevance in leadership development and personal growth with this podcast! View this episode on YouTube by clicking the image below.   Watch the video if you're more of a visual person   You Can Read the Full Kantar Market Share Transcript Below: Darren A. Smith: Welcome to the world. Stickiest learning. I am absolutely pleased that this title will be a deep dive into whole brain thinking with our psychologist, Johan. Johan, how are you? Johan Olwagen: I'm very well and thank you for the opportunity guys. Darren A. Smith: And we're here with George as well. Hi, George. You good? George Araham: Hello. Hi, good and you? Darren A. Smith: All right, so we'll ask these guys to introduce themselves in a moment. What we're looking to do here for the next 30 to 40 minutes is a real deep dive into HBDI whole brain thinking to understand this thinking preference tool. And we've got our expert here. And George and I are going to grill Johan to within an inch of his life about HBDI because he's been using it for about 500 years. Johan Olwagen: Excellent. Looking forward to the challenge. Darren A. Smith: All right. Well, let's start with George. George, would you just tell us 30 seconds about you? So our listeners know who you are before we get stuck in. George Araham: Sure. So I'm actually NSO blog writer and I've been collaborating with Darren on HBDI. Which is a fascinating assessment tool. I also have my masters in marketing, but that's boring stuff so I don't really like to talk much about it. I did write an international best selling book on relationships, so yeah, that would be me in a in a nutshell. Johan Olwagen: Trans. Darren A. Smith: Well done. Well done. Thank you, George. Very welcome. Johan, would you just give us 30 seconds about you? And also I'm going to ask you that tough question, but in the nicest possible way, why should we listen to you when you talk about HBDI, please? Johan Olwagen: Well, first let me introduce myself. I'm a clinical psychologist in South Africa. I have been working in the field of leadership development since 1995, went through a number of iterations in my career. Why should you listen to me? Passion, excitement and impact? I really am passionate about getting people to change and working with people so that they can thrive and grow in whatever they intend in life and purpose in life. Darren A. Smith: Fabulous. Fabulous. Thank you. Thank you. George Araham: Hmm. Darren A. Smith: And how many years have you been, Johan working with HBDI whole brain thinking. Johan Olwagen: Well, in the late 90s, we had discovered it. A colleague of myself and we wanted to get a hold of the HBDI and it was provided to somebody else to run the business in Africa. And so I haunted this person down in 2001, made-up with her. She was the CEO of Herman International Africa and just said, I need to talk to you. We need to get together. We need to. Utilise this tool because I found absolute value in it so since 2001. In a couple of decades now. Darren A. Smith: And I didn't know that before we started this, but I had my first profile done when I worked for Sainsbury's, a supermarket here in 2001. Johan Olwagen: There we go. Fantastic. Johan Olwagen: Again. George Araham: Interesting, that's a similarity. Johan Olwagen: Absolutely. Yeah. Darren A. Smith: So we've got about 50 years between this of Herman th...

It Can Be Loney at the Top - But C-Suite Coaching Cards Can Help Join C-Suite Coach, Kim Randall and our very own Darren Smith, as they talk about support for C-Suite (executive-level managers). Face it, sometimes it gets lonely at the top, especially when everyone is rushing to you for support. Explore Kim's passion for delving into the human side of leaders, helping them to connect with who they are as a person as well as a leader. If you're a leader or want to offer support, make sure to check out this podcast. You Can Read the Full C-Suite Transcript Below: Darren A. Smith: Hello. You're at a podcast. Welcome to the world's stickiest learning. We're with Kim Randall and also Pudding who you're stroking there. Kim-Adele Randall: I am to try and get him to not join in. I think he might be the more vocal of the two of us this morning. Darren A. Smith: It's probably true. That's probably true. The title of our podcast is where Do C-Suites go to for support now? I'm joined by Kim, who is a C-Suite coach. Is that right? Kim-Adele Randall: It is. Darren A. Smith: OK, now in the nicest possible way. Kim, I'm going to ask you, why should we listen to you about this? Kim-Adele Randall: Great question, Darren. So I guess for me, I started off as in C-Suite and was there for a number of years. And then when I became a mum, I decided that I could have a bigger impact by coaching of the C-Suite leaders. Having been there and realised that it might be lonely at the top, but it's certainly not quiet. Everyone is looking to you for the answer. Everyone expects you to always be on your game. People forget that our cease suite leaders are people 1st and leaders second and we are all perfectly imperfect. We have things that go wrong in our lives. We don't always know the answer. Darren A. Smith: True. Kim-Adele Randall: We're not always feeling like we're firing on all cylinders and so if we can, when we understand the human side of that C-Suite, that was one of my passions as part of my purpose, which is how do we help those C-Suite leaders connect with who they are as a person as well as who they are as a leader and give them that support? Because no human being in the world can survive without support for long. And it's this way you think the phrase comes from lonely at the top. I think so, yeah. Because when you get to the top, you both from. From my own experience and also from, you know, coaching at hundreds of other C-Suite leaders, one of the things that is so common throughout is we all fear becoming irrelevant. Kim-Adele Randall: And when you get to the very top, you know that everybody wants your job. You're doing one of you, so there's nowhere to go. So actually all you are is hanging on for dear life until somebody comes to step into those shoes and that is that plays in, in their head. It's that, you know, am I still adding value? Am I still relevant? Am I still doing stuff? Cause where do you go for your help? You can't. If you have those moments of doubt, we all have them. You know, in Process syndrome hits us all at some point in our life, you kind of go well, where, where, where do I go? Darren A. Smith: True. True again. Kim-Adele Randall: So I'm having this moment of doubt and I can't go to my direct reports because they're one looking to me for support and equally looking for any element of weakness so that they might be able to take and I can't go to the board because they might doubt my confidence or credibility and therefore you know that might have ramifications. So where do I go in those moments? Where I need to get out of my own head and we all know that we all have blind spots for the reason we're blind to them. Kim-Adele Randall: So no amount of looking at ourselves in the mirror is going to highlight those blind spots. What we need is a sometimes a sounding board, sometimes a trusted advisor, sometimes just a safe space where I don't know if you've ever had these moments, Darren,

Cultivating a Culture of Belonging Join us as we explore Chelsea Kirk's profound perspective on EDI (equity, diversity, inclusion) and, above all, the significance of belonging. Discover how these principles can transform workplaces into vibrant ecosystems where every individual feels valued, heard, and empowered to contribute their best. Also, we talk about the EDI Coaching Cards and how valuable they can be. So get ready for a journey that goes beyond the surface, into the heart of creating workplaces that truly reflect the diverse tapestry of the world we live in. You Can Read the Full Kantar Market Share Transcript Below: Darren A. Smith: Welcome to the world's stickiest learning. I am absolutely over the moon to have Chelsea Kirk with us. Hello. Chelsea Kirk: Hello, thank you for having me. Darren A. Smith: Hello how are you doing? It's Friday weekend soon. Chelsea Kirk: Absolutely super excited. Darren A. Smith: Good, good, good, good. Now we wanted to ask you to come to our podcast because you're an expert on EDI, is that right? Chelsea Kirk: That is. Darren A. Smith: OK. So Chelsea, would you tell us what you do and in the nicest possible way, why should we listen to you when you talk about EDI? Chelsea Kirk: Yeah, of course. So my current position is head of equality, diversity, inclusion at the Queen Elizabeth Hospital in Kings Lynn been in that post for around 2 1/2 years and done EDI for probably near enough four years. Darren A. Smith: Wow. Chelsea Kirk: And kind of a generalist for about 8 years in HR prior to EDI. I suppose in terms of listening to me, I've got kind of a lot of experience in sort of that HR field in the EDI sort of field and landscape and. Darren A. Smith: OK. Chelsea Kirk: We're quite well connected with different sort of professions and different EDI leaders, and I think as well sort of keeping yourself current. It's really important that you know, as the landscape evolves constantly, it is around, how do you kind of keep yourself current? So you know, well connected, you know, net networking with different individuals. It is really important as well. So I would say in a roundabout way that that to sort of summarise. Yes. Darren A. Smith: Alright, alright, cool. Cool, cool. So EDI is something that's relatively new to most people, although it's becoming, dare I say, on trend, it's becoming more topical, which is a good thing. So if I new to EDI, would you just summarise for us what is this thing and why should we start understanding it better? Darren A. Smith: Run. Chelsea Kirk: Why is really important one? I think creating that sense of belonging in the workplace, having that safe space to be their true authentic selves and bring their whole selves to, you know, the workplace. And I think that for me is really, really important. And I think as you know, EDI has really sort of grown over the last sort of few years. I think there's a few topics that have really elevated that. So I think you know the Me Too movement, the Black Lives Matter. Employees who feel welcomed contribute to a healthy workplace environment   Chelsea Kirk: Have really sort of pushed the dial and organisation. Darren A. Smith: There. Chelsea Kirk: Sort of. You know, waking up to some of that and, you know, EDI is becoming quite a top priority in organisations and now becoming that golden thread through it all really. Darren A. Smith: Yeah, and what about organisations that are still sort of we're too busy, we've got too much on, we're just not going to think about this now, does it matter? Why should they really start thinking about it and caring about this stuff? Chelsea Kirk: Yeah, I think it is really, really important. I think because you know similar to what I've said, it's about how do we ensure that our workplace is safe for people to be there, to authentic selves, but also what is creating organisations, EVP, what is making me want to join your organisation.

I Can't Get to My Prospects Are you fed up with not getting hold of your prospects? Learn to use the HBDI quadrant to your advantage and get prospects to reply. Join us in this fourth instalment of this HBDI series with Darren Smith and George Araham. You Can Read the Full HBDI Transcript Below: Darren A. Smith Hi and welcome to the world's stickiest learning. I'm here with George Araman. George, how are you? George Hi Darren, I'm good. How are you? George I'm sure it won't be. Darren A. Smith Hey, I'm good. I'm good. I'm excited about our next podcast, so I'm gonna read out the title 'cause. It's a bit of a mouthful, but I think it works. I can't get my prospects to reply. Use HBDI to get your prospects to reply. So that's the title of our 4th podcast on HBDI. George is going to be excited for the next 20 minutes. What do you think about that title? Finally, get prospects to reply   Darren A. Smith That's certainly the plan. George Well, show me the money like they say so I'm pretty sure people are gonna like our audience are really gonna love it. George Yes. Darren A. Smith Fantastic. Fantastic. So let's do a few minutes bringing people up to speed on HBDI so we don't want to make an assumption they know now you've kindly lent us your profile for HBDI. So HBDI is the Herman brain dominance instrument. It's a way of understanding how people think. And this is your profile. It's split into four quadrants as everyone's is now. George, what does the left brain normally mean? George So the left brain is more of the rational brain. It's more of the logical brain. Whereas the right side of the brain is more the emotional side of the brain or more, the idea, the onceptualising side of the brain. Darren A. Smith Fantastic. So HBDIL, Hermann, asks us to understand our thinking preferences. Now, Hermann. Ned. Herman back in the 70s, split it also into the top half of the brain in the bottom half of the brain, giving us these four quadrants. Now, Herman, colour them as well. Obviously, they're not coloured in our head, but they are coloured here. So the further your profile goes towards this outer circle, the more you prefer to think in that way. But you can do all four of these. George Yes. Darren A. Smith Alright, now let's see from our other podcasts. George, what does the Blue quadrant mean? Darren A. Smith Yes. George So the blue is analytical side of things. This is the part where I don't really enjoy doing for me. Facts tend to be more boring, very flat, and very not imaginative. I'm more into the imagination side of things. The creativity. I think Leonardo da Vinci would agree with me somehow. Yeah. Darren A. Smith I think he was. I think he worked and you're in good company. Alright. So this is the fax. The fax quadrant will use an F just to make it easy. This is the future quadrant. And you talked about creativity. Entrepreneurs love this quadrant and this is where you are. You're quite creative. Lots of ideas. Then as we come down here, the Red Quadrant. Let me quiz you. What's the red quadrant? George So the Red Quadrant is more about the relational side of the quadrant. It's more like we liked how we relate with others. It's more about the passion we bring into it. It's about like you mentioned in one of our podcasts that for example, the red is very important because they tend to bring the team together and it's so even if sometimes people might think they're not really actually adding value, they are in the back scenes and they're really. Only the team together in a very efficient and effective way and even energising others to have better and more efficient results. George Yeah. Darren A. Smith You're absolutely right. You're absolutely right. And it's the Red Quadrant that largely gets to dismissed by people because it's emotional and particularly as a British man, I'm not supposed to show any emotion. I get that. The thing is, it's the red that drives us. You know,

I Really Don't Know How to Manage Conflict at Work Looking to manage conflict at Work? Well, you can use HBDI, the Hermann Brain Dominance Instrument. Join us in this third instalment of this HBDI series with Darren Smith and George Araham. You Can Read the Full HBDI Transcript Below: Darren A. Smith: Hi, you're at the home of the world's stickiest learning. My name's Darren Smith, and this is George Araman. George, how are you? George: I'm great, Darren. Thank you. How are you today? Darren A. Smith: I am good. I'm good. I'm keen to share with our listeners about HBDI. This is the third in our series of podcasts and I'm just going to read the title out to make sure I get it absolutely right. It says I really don't know how to manage conflict at work. Use HBDI to manage conflicts at work, so that's the title of our podcast. And George has kindly allowed us to share his HBDI. Herman brain dominance instrument profile. So this is a profile. It's a bit like Myers Briggs is a bit like disc. It's a bit like insights. The reason we favour Herman is it's lovely and simple, simple to use and it really just has four colours and it's a it shows the thinking preference. Conflicts are a natural part of life   Darren A. Smith: So there are blue, yellow, red, green and this shows almost the thinking preference of George's brain. So what this tells us is he likes to think in the big picture, creative. He likes to think in the people feelings area. But when it comes to facts, struggles a bit and when it comes to form and structure. Plan he struggles with that as well. Now the thing to say is we can do all four colours, we can do all of this. My metaphor is that George does yellow and red in 5th gear and maybe blue and green in second gear. George: Spot on. Darren A. Smith: All right. So that's a really quick summary and an overview of HPDI for anyone who hasn't seen it before. George, what have I missed on there? Your news HBDI, what have I missed that people would want to know? George: So far, like from what you mentioned, it seems great. We already talked a lot in our previous podcast like how we can overcome the differences and how we have like I think what would be really interesting for us to delve into is with regards to conflicts, how what is the best way to like manage conflicts from different perspectives. Darren A. Smith: OK. OK. Well, let's, let's start with conflict hard now. I've been doing soft skills as a training provider for 20 years and I've come to 11 absolute fact on conflict. It's hard. It really is. It's exhausting. It takes energy, it consumes our brain. It's those things that we lay down at night and think, oh, how did that happen? How did I get to that place? So conflict is not easy. And what I read a lot lately about is people. Let's avoid conflict. George: OK. Darren A. Smith: Just can't you imagine there's seven 8 billion people on the planet. With all these microcosms of banging together and they're gonna bang together, they're going to have conflict. They're not going to think all the same way. And do you know that's all right. We don't have to agree. George: Yeah. And it's a good thing, or else with the own robots. If I'm thinking the same way. Darren A. Smith: Well, we would, we would. Well, let me give you an example. So George, what's your favourite food favourite meal? George: Depends on the like. I would say sushi or pizza or. Darren A. Smith: OK, so you love sushi. I mean, I happen to as well, but let's say you love sushi and I didn't. And I liked only fish and chips. That's OK. Now we have a small conflict there. We don't have to disagree, but let's take that into the more passionate disagreements that we might have. It's still OK. It's still OK that you have a different perspective to me. And maybe that's a good thing that you have a different perspective to me. George: Yeah. Darren A. Smith: OK, so conflict is hard. George: I was just like,

My Team is Not Performing Well, What Can I Do? My team is not performing well, so what can I do? Well, you can use HBDI to Build a High Performing Team. Our second video in this HBDI series is all about building high performing teams. Join Darren and George as they explore ways you can super-boost your team for success. You Can Read the Full HBDI Transcript Below: Darren A. Smith: Hi, my name's Darren Smith and I'm here with George Araman. George, how are you? George: Hi Darren, how are you? Darren A. Smith: Very good, very good. We're at the home of the world's stickiest learning MBM, and we're talking about HBDI now the 2nd in our podcast on HBDI. And I'm going to read out the title because it's taken George and I a while to get an absolutely cracking title. My team is not performing well. What can I do? And this is based on feedback we've had from other people, OK, what can you do? And the second part is use HBDI to build a high performing team. So this podcast is all about HBDI and teamwork. And high performing teams, George, why did we come up with this as our second in our range of HBDI podcasts? George: Today, there's a lot of problems around the world with Teamwork and team working together or not working together. So we found out like around 15 to 16 topics around that and we want to delve into them and discover how can we tackle each one of them using HBDI and how HBDI can take team performance to the next level. Love it. Yeah. Here's how to use HBDI if your team is not performing   Darren A. Smith: Brilliant. Love it. So for a couple of minutes, let's do a recap on HBDI is, we'll share a profile just so the viewers can see what we're talking about in case they're new to HBDI. And then let's get straight into Team conflict, team dynamics and all that good stuff. All right, all right. So let's check in with you HBDI Hermann brain dominance instrument. That's all well and good, but what does it mean? What's your take on? What is HBDI? George: As in the title. Darren A. Smith: What does it mean to you? George: Well, it's a profile. An assessment profile type that helps you navigate into your like understanding or discovering your thinking style. If you're more left-brained right-brain conversion, divergent feeler or thinker, all those types of sorts of things and to help you to help guide you to use your best assets and your best tools as well as improve the areas that you need in certain circumstances to develop better work. And work better in teams as well. Yeah, indeed. Darren A. Smith: Brilliant. Brilliant. Brilliant. I put George on the spot of there a little bit because we did a podcast last time, and I'm just bringing back his memory of what he retained. I've been working with HBDI for about 20 years. George, you're relatively new to it. And we did your profile, didn't we? So you did. You did 80 questions and then this thing pops out. Is that right? Yeah. OK. George: Yeah, yeah. Darren A. Smith: And what George was referring to is the left half of the brain, the right half of the brain, which most people know. This is largely logical. This is largely creative, but what Ned Herman said was there's a top half and a bottom half of the brain as well, given US 4 quadrants. So the four quadrants, if I do it as four FS fax. So this is a thinking preference for retaining lots of facts. If you've got a mate who's good at pub quizzes, brilliant. Darren A. Smith: This is future, so this is me. It's not my profile, but I do have a tendency to think more in the yellow quadrant, which is big picture creativity type, then we've got. Darren A. Smith: It is. George: That's what we that's why we get along very well. I love yellow and red. Darren A. Smith: Yes. And we're gonna come back to that. That's why we make a good team. And the red is F, which is feelings. So these people make good nurses, good teachers, particularly vocational and the greens are our form. They like structure.

Harness HBDI for Negotiation Success Does your negotiation always get to an annoying stalemate? Well, today's podcast will explore using HBDI to avoid a negotiation stalemate. Join Darren Smith and George as they tackle this exciting topic. You Can Read the Full Negotiation and HBDI Transcript Below: Darren A. Smith: Hi, my name's Darren Smith and you're the home of sticky learning. We are with George Harran. George, hello. George: Hello, how are you, Darren? Darren A. Smith: Hello. Hey, I'm good. I'm good. So I'm Darren, this is George. And we're here today to talk with you about HBDI and negotiation. In fact, the title of this podcast. I'll read out my negotiations. Always get to an annoying stalemate. Use HBDI to understand your opponent to avoid stalemates. So George, we're talking about negotiation and HBDI. The reason you're here is your what we would call naive results. You've just completed your HPDI profile, is that right? George: Yay, correct. Darren A. Smith: OK. Fabulous. Fabulous. So you're gonna ask me lots of probing, challenging questions, particularly around HPDI and how we can use it with negotiation. All right, all right, so let's do a couple of minutes on your understanding of HBDI and what this profile meant to you. The HBDI brain is split into four coloured sections   George: Love it. Darren A. Smith: What did it mean to you doing your profile? George: It's interesting because I found a couple of like things. It was interesting. I discovered things I was aware of, some I wasn't really aware of. Darren A. Smith: Mm hmm mm. George: A couple of the so when I was asked to anticipate the results, I actually nailed it in a way I got all my 4 quadrants more or less precisely the same. I was surprised though, by stressful flow. What's it called? This. Yeah, exactly. The results were a bit different than I was expecting, but like, it is what it is, I guess. Darren A. Smith: That's not. OK, alright. Well, let me give you and the viewers a quick summary of my understanding of your profile here it is. I'm sure you don't mind me showing it. So what Ned Herman said was that we all know that the brain is split left and right. So let me ask you, George, what's the difference between left and right of the brain? George: Yeah. No. The conversion side of the brain and the right side is more like the creative, intuitive side of the brain, or the diversion. Darren A. Smith: Perfect, perfect, perfect. OK. And this was discovered now probably 50 years ago now. Not what Ned Herman said was actually left and right. Absolutely. But he also said there's top and bottom given US 4 quadrants to the brain. Now, Ned, Herman or HBDI, which is the Herman brain dominance instrument, measures how we prefer to think. And there are four quadrants in how we prefer to think we've got the blue Quadrant, which is all about facts. So if you've got a mate who's very good down at the pub quiz. Darren A. Smith: He's probably a blue loads of facts. The yellow. This is the creative, the entrepreneurial, entrepreneurial type. People who have got a million ideas and might be described as having their head in the clouds. We've got the red people. These are the touchy feely people. People what I love about the Reds is if you walk into a room they normally come over and touch your elbow and then we've got our greens, who are our structured plan. Next project managers. All right. So this just describes how you prefer to think. George: Interesting. Darren A. Smith: You can't get it wrong. You can't get it right. This is George. George: Hello. Darren A. Smith: So if having understood that you have a tendency to think more in the right side of the brain, your creativity, your big picture thinking's fairly high. George: Yeah. Darren A. Smith: Your people skills, your feelings fairly high, but your ability to do facts in the blue is quite low and your green is, let's say it's fairly low too. All right,

Mastering the Art of Service Join Darren A. Smith and Andrew Stotts from the Weird Human podcast, as they explore customer service with the useful tools of coaching cards. You Can Read the Full Customer Service Transcript Below: Andrew Stotts: So first of all, welcome back. This is a actually very special edition of the Weird Human podcast. Just to remind you about why we exist. We exist really to kind of shed light on the extraordinary. Once again I am joined by a truly extraordinary chap Mr. Darren Smith from Sticky Learning. Again when Darren reached out to me a few weeks ago and he asked me whether I would kind of partner with him in it on a small project. We kind of thought that we would just talk a little bit about that project today with you guys and get down, kind of ask me a few questions. Primarily it's around exceptional customer service. So Darren tell us about the project. Darren Smith: Well, the project is mainly about four years ago we looked at coaching cards, little playing cards like, you know, with the ACEs spades and that on. We thought there'd be a great learning tool if we could turn into 80 questions per topic. This one's about customer service that would help a manager with a report to coach that person to be fabulous at customer service. We also have coaching cards on negotiation skills and others, and each time we find an expert who rock and rolls on the topic like you do on customer service, we ask you to write the questions, and then we put it online as a cheap resource and tool to use. Read our return policy   >> Customer Service Coaching Cards

Discover the Personal Rule Book Join Clare Walker - a practise leader at Vodafone, an expert in personal values, and Darren Smith - the chief executive officer at MBM, as they explore the exciting topic of personal values. Discover the trick to finding your number one value with Clare using a special tool - personal values coaching cards. Our new addition to our set of cards is Personal values coaching cards. Unlike other cards, these are not questions, but rather one word. There are about 70 cards in this exciting new pack! Check out the podcast to learn more! You Can Read the Full Personal Values Share Transcript Below: Darren A. Smith: Hi and welcome to another podcast or video depending on whether you're watching on YouTube or on our podcast platforms. We're here with Claire Walker. Claire, how are you? Clare Walker: I'm very well. Thank you, Darren. How are you doing? Darren A. Smith: I'm good. I'm good. We're sitting here on Thursday afternoon. It's hot. Is it hot where you are? Clare Walker: It has clouded over a little bit, but I'm very fortunate. I've got an ever-changing view outside my window because I live in the Lake District. So yes, it may change to hot in a moment's time. It may rain. Darren A. Smith: Lovely. Lovely. I'm jealous. We're here talking with Claire because you are an expert on personal values and we have just collaborated on some coaching cards. So we have a bunch of coaching cards. I'll grab some here like this. But these are premium grow coaching cards and we've collaborated on some personal values and we want to talk to you about personal values and coaching cards. All right, so. More about our expert on values   Clare Walker: Indeed. Darren A. Smith: Claire, what do you do at the moment? What's your day job? Clare Walker: My day job is that I am the coaching community of practise leader at Vodafone and I'm very fortunate with that. I have a wonderful team of internal coaching coaches who are both certified and credentialed. There's about 100 of them. And it's great and a coach will pull within Vodafone of probably in the region of about 80,000 people. So we have a lot of work to do here. Darren A. Smith: Wow. OK, alright. So you working for a very big company. You're doing coaching all day long and you've got a whole bunch of people who coach with you for you around you. Alright. Fabulous. Fabulous. So before we get started on personal values, would you tell us a little bit of something weird and about you? Clare Walker: Ohh gosh. It's gonna start with. I'm very modest, but that's really hard when you ask that question, isn't it? What do I what's where do wonderful about me? I'm a member of the local acting group and I recently played a 75-year-old woman who finds her neighbour's ecstasy tablets and proceeds to take them with some very interesting consequences. So I love doing that. That's really good fun. And I think actually I really enjoyed playing her because I think one of my life's quotes is that you don't stop playing because you get old, you get old because you stop playing and. And so I think I love playing her because of that. And I think that kind of leads to the fact that I love practical jokes. One of the things I really miss about working from home is that you don't get to do them quite similarly anymore. So yeah, probably the weird thing about me is my little practical joking. Darren A. Smith: Lovely. Lovely. Wow, wow, wow. OK. And in the nicest possible way I'm gonna ask this question, but particularly for our viewers. Why should we listen to you about personal values? What do you know about it? Clare Walker: I think because I can speak from experience about how values have changed my life and my relationships, but also about what I've witnessed within my coachees and colleagues and within teams that we run this session with as well. So I can tell lots of really good stories in confidence about those experiences of what I've seen and real...

Expert Tips for the World of Negotiation Join Darren A. Smith, Dr. Anthony, and Andrew Stotts from the Weird Human podcast, as they tackle how to be a better negotiator. You Can Read the Full 'Better Negotiator' Transcript Below Andrew Stotts: So guys, so first of all, welcome to another edition of the Weird Human Podcast. Our 25th actually. So we've got some fantastic guests again today. Huge. As usual. I'm joined by the brilliant Dr Anthony, but also today, which I'm joined by the Fantastic Darren Smith. I've known Darren for many, many, many, many years. And we've worked together in different organizations around the world, which has been fantastic. Today's question, just to remind you guys, is really how can I be a better negotiator? Andrew Stotts: And before we kind of tackle the question I'd like to just remind you upon the mission statement, really for the Weird Human Podcast. That mission statement is really about exploring the extraordinary about the human beings who are around us. And that's a very, very important point. So it's about making you and really kind of bringing out the extraordinary of being a human being. So, Darren, perhaps it'll be helpful for the people who are listening, just to have a brief introduction from yourself. Darren Smith: So we are MBM, we're also known as the Sticky Learning Guys. We are the guys who want to achieve behavioural change with you because we know that most people go on a one-day training course, come back and do nothing different. So we're the guys that ensure by prodding, poking, doing everything we can, you come back and be the very best version of yourselves. That's me, Anthony. Learning that sticks   Andrew Stotts: That's a great introduction. Dr. Anthony. I can't believe, we did a show last week. That show actually had had more than 11,000 views now. So again, massive thanks to Michelle. That was the one around kind of like wealth coaches and kind of like tips around kind of money. So if you want to go back and look at the catalogue that's an incredible episode. We also started to delve into the kind of relationships and kind of what made relationships. Then of course that kind of took us into the path around negotiating, particularly between couples. Dr Anthony's obviously married to Dr Michelle in the previous show. Andrew Stotts: The first time I met his beautiful wife. We obviously then started to explore kind of what made their relationship successful and that kind of brought us to our conversation today. So if I can go back. So Dr Anthony, love you, my friend. Dr Anthony: I hope that Darren can actually then teach me how to negotiate better because there's one thing for certain, every man is know how to negotiate better to be a good man. You start to seek love, that's for sure. Darren, how do you negotiate? Andrew Stotts: How do you? Darren Smith: Well, I'm starting to feel like I should have some awards on the wall like you've got because wow, they're very impressive. The first thing that we need to do in answering that question is understand the difference between haggling and negotiation. Now, there are eight ways to solve a conflict. Haggling is one, negotiation's another. So, Andrew, I know you do this. You've been to the bizarre market stores and you've haggled for the Ray-Bans, and you started at 40 Euros, didn't you? Andrew Stotts: That's just an obscene amount of money for those, the Ray. I'm kind of more in the two-euro range, to be fair. Darren Smith: So we've all been there, haven't we? We're trying to buy these Ray-Bans, we're on holiday and the guy behind the stool starts at 40 euros, we start at two, and you meet somewhere in the middle. A valid form of resolving a conflict. But don't kid yourself that it's negotiating. It is not. It is haggling. Now, if you get a chance, Andrew, look up on Google, a Monty Python sketch about haggling. It's really brilliant about how to do it. So I love that.

Mental Health Expert Interview with Simon Blake CEO of Mental Health England by Darren A. Smith MBM Today's podcast features mental health questions and answers by our expert Simon Blake. Here's a quick overview of the questions: What is the definition of mental health? How has Covid-19 affected mental health? How accurately is mental health reported in the media? How does mental health affect physical health? How does mental health affect your life? Why is mental health important? - Why is mental health training important? Why is mental health on the rise? Please tell us about mental health month/week. When is mental health too much? What does mental health mean to you? Where can someone get a mental health diagnosis? You Can Read the Full Transcript on Mental Health Questions and Answers Below: Darren Smith: Welcome to Sticky Interviews. My name is Darren Smith, and I'm the Chief Executive Officer of MBM Making Business Matter, the Home of Sticky Learning. We are the soft skills training provider to retailers and manufacturers around the globe. The idea of these interviews is to bring to you the expert's inside knowledge of how you can be the very best version of you. Welcome to the show. Welcome Simon Blake. We are here at Sticky Learning, MBM, and we have the great honour of talking to you. Now, I know that you are the CEO of Mental Health England. I know that you ride horses and you've got a competition tomorrow. But what I'd like to do is, for the guys that are watching is say, why should we talk to you about mental health? Simon Blake: Simon Blake, on Mental Health Questions and Answers   So, I mean, the first thing, of course is that everybody should be talking about mental health and talking about mental health properly and seriously. So great to be here talking with you. But I am Chief Executive of Mental Health First Aid England, which is an organisation that wants to train one in 10 of the adult population in mental health first aid England skills and knowledge because we think that will create a cultural tipping point in which enough people have the skills and understanding around mental health to make a real difference. Simon Blake: I also, of course, have lived experience in terms of live with a partner who has their own mental health conditions, friends, family, my own ups and downs in all sorts of things. So, yeah, I have some professional expertise and then some personal expertise. But just go right back to the first bit. We all need to be talking about it, and that's why you should talk to me because hopefully, I encourage some people too [inaudible1:47]. Darren Smith: Fabulous. Alright, we've got about 12 questions. Most of them are those that either come from people on LinkedIn or they are searching for them on Google. So we saw these questions and we thought, who better to ask than you? So we are going to go through these questions, ask you, we might go off a tangent, we might ask you to share a few stories. But for the viewers at home or at work, what we are really trying to do is get all those goodies that are inside your head around mental health out so we can help each other. Simon Blake: Cool. Darren Smith: So our first question is, what is the definition of mental health? Simon Blake: Sure. I mean, the World Health Organisation, I know Donald Trump's not their biggest fan. But the World Health Organisation defines mental health as a state of well-being in which individuals realise their own potential can cope with the normal stresses of everyday life, can work productively and fruitfully, which is obviously a good term for those working in supermarkets and be able to contribute to their own community. So that's the World Health Organisation definition. I guess the key bit in that is this is about well-being. Simon Blake: We often talk about mental health when we mean mental ill health, and it's really important to recognise.

Are You an Amateur Negotiator? Join Ben from Innovate Podcast and Darren A. Smith with their talk on how to become an effective negotiator. Learn useful tools like the squaredance for negotiating and disregard bad practices like running to PowerPoint first. Read on to discover the basics of effective negotiation that you can start using today. You Can Read the Full Transcript Below: Darren A. Smith: What else could we do? What could I explore? What do you want from me? Could we talk about a contract that's 50 years long? No, we can't, Darren. Alright, what about one's five years long maybe? Okay. Could we talk about improving the quality, and reducing the packaging? Could we work together on blah, blah, blah? There're a million things we could talk about. Now. None of them might bridge the gap between a 10-pound case and an eight-pound case. But let's try. Ben: Welcome to the Innovate Podcast, a show where we discuss, dissect, and attempt to rebuild the world of product and category within consumer goods. Today I'm delighted to be joined by Darren a Smith a veteran of the grocery industry with over 3o years of experience, I think working either for retailers or advising manufacturers and brands. Darren and I briefly crossed paths as buyers and category managers at Sainsbury back in the very early naughts, which we may discuss in a moment. But Darren, welcome to the Innovate Podcast. Delighted you can join us. How are you? How are you today? Negotiating is a key business skill   Darren A. Smith: Hey, Ben. I'm good. We're in process of moving house, not today, but in the next couple of weeks, so I am struggling with that process. There's a reason it's stressful. Ben: So yeah, you just thought you'd add another huge seismic life event onto the already kind of generational economic challenges that we're facing. Darren A. Smith: That's absolutely true. I think we just squeezed in for the interest rates went through the roof. Ben: Right. Yeah, yeah, yeah. That's not a joking matter actually. Yeah. Okay, cool. Good. So, Darren, just for the benefit of the listeners, I guess a natural place to start would just be to introduce yourself, talk through your kind of background from Sainsbury through to now and just talk about what you're focusing on with your current business MBM, if that's okay. Darren A. Smith: Of course. So I started Sainsbury in 1990 and at that point, I was the assistant. Now that's the important part. I was the assistant cottage cheese buyer. I wasn't even the real one. I didn't even know what cottage cheese was at the rightful age of 19. So that's where I started. Then I took on various buying roles for the next 13 years. My last real job was looking after the fruit team for Sainsbury, where I decided that actually I wanted to go and see if I could do something by myself, set up MBM, and ever since we've worked on soft skills training. Ben: Okay, awesome. Darren A. Smith: For the last past 20 years now. Ben: So soft skills training, I guess that could be quite broad. It's clearly focused on people. What are kind of the key areas that you focus on in terms of developing skills? Darren A. Smith: The key ones that people want are how do I get the most out of my time — time management. How do I get the most out of my people — people management, leadership skills, and how do I get the most out of my deals, particularly in the industry that you and I are in? So it's negotiation predominantly. It's time management and it's people management skills. They're the three. There are a number of other soft skills. The bit I really like is Jack Ma, recently the chairman of Alibaba said that with the progress of AI, soft skills is the only way forward. Love it. Ben: Right. Awesome. Darren A. Smith: Which is great. So we can try and process data really quickly and be analysts, but ultimately it's about how you and I interact about the teams we build and about how we lead people is the future.

Is Drinking No Longer an In-crowd Kind of Thing? Join Janet Hadley and Darren A. Smith in an all-new podcast episode on the British drinking culture. Hear why the British drinking culture has changed in the 21st century and its impact on how leaders encourage inclusivity in the workplace.  Learn other cool things like the origin of beer and statistics on the leading cause of absenteeism and fights in the workplace. You Can Read the Full Transcript Below: Darren A. Smith: Welcome to S***s and Giggles with HR. We are with the lovely Janet Hadley. How are you? Janet Hadley: I'm very well, thank you. Darren A. Smith: We've entitled this podcast or video if you watch it by video — this was Janet's idea — the Elephant in the well-being room. Is that right? Janet Hadley: That's correct. Okay. Darren A. Smith: I'm intrigued and I'm going to ask you more about that. But firstly, before we move on, why should we talk to you about drinking culture? Because that's what I know our topic's about. Janet Hadley: So the reason why you should talk to me about drinking culture is because I am on a mission to create a drink-safe workspace without killing the boss and that is what we do here at Choose Sunrise. I guess what brought me here is my own personal experience. I've worked in large corporations since all my jobs apart from my pay ground have been in large corporations basically. Darren A. Smith: Right. Janet Hadley: I've always been a big drinker. Those two things go very nicely together actually as it turns out. So I was a big drinker at school actually, from the age of 14. A big drinker through sixth form, a big drinker through university. I thought, do you know what? I'm going to have to calm this down a bit when I get my first proper job. I was wrong. I had to dial it up a bit because when I joined the trading floor of a large supermarket whose head office is based in Leeds, I was quite shocked actually. It was such a boozy culture. So it suited me down to the ground at the time. We would be out from 4:00 PM till 4:00 AM on a Friday. Darren A. Smith: Oh. That's heavy. Janet Hadley: It's probably heavy, isn't it? I never saw anything wrong with it. It was almost a culture where you had to be part of that in-crowd in order to be considered for promotion. Darren A. Smith: Right. Okay. Janet Hadley: I do remember there being a couple of pregnant, well, not pregnant women. Well, there were pregnant women or people who were recently back from maternity leave who I feel so guilty for now knowing I was in this. But they weren't part of the in-crowd. They weren't ever out in the pub with us, and they were passed up for promotion. There was a real culture of, well, they're only part-time and they're not really serious about their careers. It's a horrible toxic culture actually for someone to work in who has a young child. I actually do feel incredibly guilty now looking back on it and thinking about how I was part of that. Actually, I mean, fast forward to a couple of years ago when I decided to stop drinking, which I've obviously missed out on. It's a huge amount of story. I really only saw for the first time how much the drinking culture in the workplace had influenced me. I would never say it was my employer's fault that I developed a problem with my drinking. But it certainly didn't hurt. If you wanted to create a culture where someone would develop a drinking problem, that would be it. Many people develop drinking problems due to the drinking culture in the workplace   Darren A. Smith: Okay. So there's a hell of a story there from heavy drinking. Now, you haven't had a drink for two years. Janet Hadley: Two and a half years. Nearly three. Darren A. Smith: Okay. You were by no means an alcoholic. You were just part of the drinking culture. Janet Hadley: Well, this is a very interesting question because there is no formal definition of an alcoholic.

Shits and Giggles with HR Episode #1 What is Right About the Recruitment Industry Could Be Written on a Stamp! Join Lisa Haggar and Katrina Collier to discuss what is wrong with the recruitment industry. The horror stories of people going through 6 rounds to get a job and then getting no reply, or how people receiving job offers then leave their job, only to be told that the job they applied for & won, has been made redundant before they even start! Sharing Resources Mentioned By Katrina in the Podcast Katrina's Website The Robot-Proof Recruiter Getting back to people: https://circlebackinitiative.com/ https://end-ghosting.com/ Places to feedback: https://www.glassdoor.co.uk/interview/ https://indeed.com https://www.kununu.com/ https://www.reddit.com/r/recruitinghell You Can Read the Shits and Giggles with HR Episode #1: What is Right About the Recruitment Industry Could Be Written on a Stamp! Transcript Below: What is wrong with the recruitment industry?   0:0:0.0 --> 0:0:0.600 Darren A. Smith Let's start. 0:0:10.10 --> 0:0:13.970 Darren A. Smith Welcome to the Shitz and Giggles with HR podcast. 0:0:14.760 --> 0:0:17.830 Darren A. Smith We're here with Lisa. Haggar, Lisa. Say hello, please. 0:0:18.750 --> 0:0:20.20 Lisa Haggar Good evening. Hello everybody. 0:0:20.820 --> 0:0:23.690 Darren A. Smith And we're also here with Katrina Collier. Hello, Katrina. 0:0:24.330 --> 0:0:25.220 Katrina Collier (Guest) Hello. 0:0:25.690 --> 0:0:46.420 Darren A. Smith Hi I'm your host, Darren Smith. We'll come back to these lovely ladies in a moment. Our topic for tonight and I'm going to blame Lisa for this is what is right about the recruitment industry could be written on a stamp. Katrina, I'm just gonna come to you and ask what's your name in this game? What do you do? 0:1:6.690 --> 0:1:7.510 Darren A. Smith Let's stop listening. 0:0:47.140 --> 0:1:11.40 Katrina Collier (Guest) So I am best known as the author of the Robot Proof Recruiter that I have been in the recruitment industry for nearly two decades, and I spend most of my time delivering design thinking workshops to fix candidate experience and recruitment. And I also have a coaching and mentoring group that's probably me in a nutshell, but plenty plenty of experience in their recruitment and talent acquisition space. 0:1:11.700 --> 0:1:18.200 Darren A. Smith Brilliant. Brilliant. But we wanna get into that and ask you what's wrong with this industry. Let me just come to Lisa for first. Lisa, what do you do? 0:1:19.730 --> 0:1:28.920 Lisa Haggar It's a good question. I tell people I knit Jelly for a living because when you tell them the work in HR, it switches people off quicker than if you're the tax man. So I knit Jelly Darren. 0:1:29.530 --> 0:1:30.210 Darren A. Smith Yeah. 0:1:30.280 --> 0:1:30.540 Darren A. Smith Yeah. 0:1:33.520 --> 0:1:33.750 Darren A. Smith It's. 0:1:36.800 --> 0:1:37.350 Darren A. Smith OK. 0:1:37.770 --> 0:1:38.270 Darren A. Smith That's good. 0:1:31.270 --> 0:1:39.940 Lisa Haggar Or otherwise known as the ******** from HR Queen of HR on LinkedIn, the opinionated small 5 foot blonde who has a lot to say about most things. 0:1:40.670 --> 0:1:42.580 Darren A. Smith Lovely. And how do you guys know each other? 0:1:44.250 --> 0:1:44.940 Katrina Collier (Guest) LinkedIn. 0:1:44.200 --> 0:1:48.510 Lisa Haggar Uh, Katrina's fabulous, and I know everybody who's fabulous on LinkedIn. Simple. 0:1:48.490 --> 0:1:52.860 Katrina Collier (Guest) Is it LinkedIn? I don't know how we know each other. That's hilarious. Yeah, LinkedIn. 0:1:50.890 --> 0:1:58.40 Lisa Haggar It is, yes, yes, I remember. I remember the day we met Katrina. Do you mean you? You can't remember that wonderful time? I don't know. 0:1:58.610 --> 0:1:59.110 Katrina Collier (Guest) Yeah. 0:2:0.410 --> 0:2:1.420 Darren A.

Presenting to Make an Impact Join Darren Smith in this webinar where he discusses 10 top tips using the mnemonic 'presenting' on how to make a presentation that has an impact. Find out more about how you can change the way Learners deliver impactful presentations, whether they are internal or external. Also, help learners develop their knowledge and understanding of how to convey key messages, fully engage an audience, and deliver maximum influence. Significantly increase your impact and influence when presenting with our Presentation Skills Training Course. 10 Top Tips Procrastination Have you ever put a job, a task, anything off until the last minute? Maybe you are too busy because the presentation is going to take so much time and effort that you just can't find the time to do it this week. STOP! Many people put presentations off because of what we like to call ‘the tinkering effect'. This is because, if you start a presentation early, you will keep changing it, adding new images, better content, and changing the font. DON'T DO THIS! Create the presentation until it is ‘Good Enough'. Don't overspend time on it. Rewarding Stories You can show content in a table or a graph but this can be seen as offputting, boring. If you were to talk about a rewarding story, the chances are, that these will be remembered because no one wants to sit and read graphs and tables. After all, research shows that rewarding stories are remembered 22 times more because we can all relate to a story. Think of a time when someone has told a story while presenting. You remember it, right? Now that same presentation, what graphs and tables did they show? Not so easy. This is presenting with impact. Tell rewarding stories. It doesn't need to be a 20-minute story, just let it flow. End in Mind Stephen R. Covey, author of First Things First once said, “everything is created twice”, once in the mind and then in reality. The aim is to create an end in mind within your presentation. He called this Future Thinking meaning what do you want to see, feel and hear when presenting. Mohammed Ali, when he was training, saw Joe Frazier on the Canvas. He said in an interview that Joe Frazier would go down in round 5 with a left hook and Joe Frazier heard. This embedded in Joe Frazier's mind and he went down in round 5. The moral of the story, share your end in mind with your audience at the start of your presentation. This will help with presenting with impact. Sir Aristotle Sir Aristotle had a technique for presenting. Tell them what you're going to tell them, tell them then tell them what you have told them. Also known as the Army Technique. When presenting, tell your audience what you are going to be doing. During the presentation, you will tell them the content and at the end tell the audience what you have just told them.  Start by explaining your objective, then deliver your objective and finally remind them of the objective. Embed the objective in their minds. Use the Army Technique. Engaging Headlines You head to a presentation. You see 4 headlines. 1. Total UK Population. 2. Total UK Population 1962 – 2022. 3. Total UK Population Growth Over 60 Years. 4. Better Health Care Doubles UK Population in 60 Years. Which one grabs your attention? It's number 4 right?. You read a newspaper and the thing that drawers your attention is the headline. Why? Because they are not ‘boring' and they give an insight. Don't just label your presentation because every part of your presentation has to earn its place. Use engaging headlines. Nerves Nerves will always show up when you don't want them to. You're about to do a presentation, you have prepared for this, you know your content, you know your stuff. You're ready to start presenting with impact. You step out in front of your audience and bam, nerves hit you. What do you do? You have high energy, you want to calm down but you can't because you can't go from a high state of energy to calm in seconds.

Explore the HBDI Assessment Tool Join Andy Palmer and Sarah Garratt in the tenth episode of the Weekly Training Booster. This episode is about ‘What is the H.B.D.I. Herrmann Brain Dominance Instrument assessment'. Exploring a number of questions to understand this assessment tool. You Can Read the HBDI Assessment Episode Transcript Below: Andy Palmer: Welcome to MBM's Weekly Training Booster. We are Weekly Training Booster number 10. This week we're going to talking about what is the HBDI, Herrmann Brain Dominance Instrument. Today I'm joined by my colleague, Sarah, who's going to ask me some questions to help bring this to life, and I'll do my very best to answer them. Sarah, thanks for joining us this week. Great to have you here. Let's start, what's your questions for me on the HBDI assessment? Sarah Garratt: Okay. Thanks, Andy. First question, what is the HBDI assessment? Andy Palmer: Good stuff. All right. So the HBDI assessment, or the Hermann Brain Dominance Instrument, is a psychometric test that allows people to understand their thinking preferences. And once they can understand their different individual thinking preferences, they can then start to understand and value, become more tolerant of others. So what we've really got here is a metaphoric model of how our brain works, taking into account the left and right hemispheres and the upper and lower parts of our brain. And what the HBDI profile [inaudible 00:01:06] and says is that, each of these four quadrants is responsible for different thinking, decision making and communicating preferences. Now the thing with the HBDI profile is there's no better or worse profile, there is no right or wrong. What it does, is allow us to start to understand why we have differences and similarities between different people and using this model can be truly powerful for many, many reasons. Sarah Garratt: Okay, thank you. And would you say that it was a personality test or not? Andy Palmer: No, not at all. So the HBDI profile unlike others, does not measure personality. It also doesn't measure temperament, it doesn't measure intelligence, it just purely looks at our preferences to these four different quadrants. And we can use our whole brain and that's absolutely critical to remember, we just have preferences. Now we can have a preference to what is referred to as the, A quadrant or the blue quadrant and that's about facts, it's about understanding logical, analytical, factual, here and now information. If we then continue round and I'll bring each of these quadrants to life. So that's our blue quadrant. If we move down into the green quadrant or the B quadrant, this is about organization, it's about sequence, it's about steps and stages. So people with a high degree of preference here, super organized and they can see the steps and the stages required in terms of understanding their individual thinking processes. We continue around and we move round into the C quadrant, which is the red quadrant, this is about feelings, it's about people's interpersonal skills, their communication skills, understanding the needs and the wishes of others is super important to those with a high preference here. And then lastly, we've got that D quadrant, the upper right or yellow quadrant. That's about holistic, conceptual thinking. It's not about the here and now, but it's about synthesizing and integrating with other people in the future and understanding the why of what those thinking preferences are like. So not about personality, more about preferences to thinking and decision-making styles. Sarah Garratt: Okay. Thank you. And HBDI profile, in terms of the quadrants, are we able to utilize every quadrant or are we just limited to one specific? Andy Palmer: Yeah, it's a very good question. It's a very good question because more often than not, when we are introducing the whole brain thinking model, people start to do that pigeon holing thing of you're red, I'm a yellow, I'm a green in you're a blue. And the reality is we can use all of our brain. Of course, we can, it's an incredibly powerful piece of kit. So in those initial stages of understanding and the initial stages of understanding and getting our head around the profile, people do do that pigeon holing stuff, you're a blue, you're a red, you're a yellow, you're a green. The reality is we can use all parts of our brain. We just have preferences to maybe 1, 2, 3, sometimes even all four of them. And it's about understanding the degrees of preference, not then using it as a limiting factor. Oh sorry, I can't do that thing, I don't have a strength or a high degree of preference in a certain quadrant. So we use all of our brain and we should never be limited by the preferences that we've got. It's about embracing them. Sarah Garratt: Okay. Thank you. And out of the four quadrants, which quadrants work best together. Andy Palmer: Yeah. That's a good question. I think there's no simple answer. The reality is we naturally gravitate to and get on with certain people. Now, one of the reasons that could be is because maybe they have a very similar preference to our own. So blues will naturally get on with blues, reds will naturally get on with reds, et cetera. And that's okay because it's on the same wavelength. Conversation's free flowing, thinking processes are very similar. To take that one step further, I also believe there's a real strong connection between those that have different thinking preferences. So certainly from a personal relationship point of view, we often find that partners have very different thinking preferences to their counterparts because actually some of those analogies of chalk and cheese and opposites attract kick in, in which case they then compliment each other. And as they start to build a level of tolerance and understanding for individual differences, they then connect, you compliment each other by maybe strengthening up an area that doesn't naturally come as well to them. So yes, certain quadrants get on with certain quadrants, i.e. kind of within the quadrant. But actually also I think people should think broader and wider and allow the different thinking and preferences of others to help compliment their own and to work better alongside each other, by having that level of tolerance and understanding and understanding that people bring different perspectives and opinions and that's all okay. Sarah Garratt: And based around that, in terms of an organization, do you need all quadrants within an organization to make it successful? Andy Palmer: I don't know about making it successful, but I think it would help make it more successful by utilizing a whole brain thinking. And because we have our different preferences, if you've then got a team that has balance across all of the quadrants, you might have two people in the green, two people in the yellow, two in the blue, whatever that may look like, then actually you've got a real balanced set of thinking going on. We sometimes see that companies or teams can be limited because maybe they are heavily prioritized or heavily preferenced towards one particular quadrant. In which case they may not naturally think into the other quadrants as easily. And often people say to me, oh, can we use HBDI as a recruitment tool? Yes you can. And actually, maybe you need to do the opposite of what you would naturally do. When you're interviewing someone you go, oh, I've gotten on really well with them, we seem to think ... they feel very natural, very normal, whatever we define normal as. Actually maybe you should employ the person that you didn't get on well with, maybe that didn't communicate in the way you expected them to, maybe didn't answer the questions in the way you would have liked them to because maybe, just maybe, they're coming at it from a different quadrant to your own, in which case they add further balance to the team. So having a balance across all quadrants for a team can be just super powerful. Yeah. Sarah Garratt: Okay. Thank you. And in terms of when you're under pressure, do you think it installs change? Andy Palmer: They can change. So its part of the questionnaire that you can complete to get your own individual HBDI profile. It also takes into account when you go under pressure, under stress and under duress. Now some people, and we all witness this, some people have those changes in what we would pass as their behaviors, when they're under pressure, they might want to go into themselves or they may do the opposite and want to vocalize more. They may become super organized or super unorganized or whatever that may look like. So yeah, when we're under pressure we can exhibit different behaviors and also some people stay pretty consistent. So when you see someone under pressure, they just seem to have the same sort of behaviors as they do when they're not under pressure. And again, this profile explores that because there is no right or wrong, there is no better or worse, we are who we are. And this profile just helps us to understand that. So yes and no, it is absolutely individually based. Sarah Garratt: Okay. Thank you. And as a final thought, can you name a few famous people who've completed the test and what quadrant they are? Andy Palmer: Yeah. I'm going to answer it a little bit differently. So I'm going to bring to life some of the people throughout history. Now these people haven't filled out the Herrmann profile because it wasn't sometimes possible to do that. But we've used something called or HBDI, the Herrmann company have used something called pro-former profiling and looked throughout history at some of the stand out people, to help bring potential profiles to life. So if I was to start with the upper right, the yellow quadrant, that's about future, we would find maybe the likes of Einstein in there, da Vinci, Picasso, those big visionary thinkers. Those big people that saw beyond and challenged the norm. And people like that tend to sit in there. We often see that these people are kind of inventors or entrepreneurs and that's typical yellow behaviors. If we were to come down into the lower right quadrant, the red quadrant. This is about feelings, about people. The likes of mother Teresa or [Gandy 00:09:47] would be in there. Those people who dedicated their lives to caring for others from a very humanitarian point of view. Into our green quadrant, a couple of people come to mind, J. Edgar Hoover. J. Edgar Hoover was instrumental in founding the FBI. How we look at his profile, I understand his set of thinking preferences, much like Margaret Thatcher, who was coming from a very organizational, sequential step, form points of view. And then coming up to our last quadrant, the blue quadrant. Bertrand Russell, Isaac Newton, big logical, mathematical, philosophical thinkers. Those people that are the absolute cutting edge of kind of science and understanding logic, rational thinking from a mathematical problem solving point of view. So Bertrand Russell, Issac Newton, would be in the seat in that blue quadrant for me. I think for me, it's truly fascinating to look at people throughout history and start to understand where they sat. All with a view to helping people to better understand where they sit in the world and to accept who they are. Because and as I mentioned before, maybe a couple of times, there is no better or worse, there is not a right or wrong. The HBDI, Herrmann Brain Dominance Instrument assessment really just starts to help you understand your own thinking, communicating and decision-making preferences. So thanks for those questions. I hope that I've answered them in a way that you wanted to hear the answers, but I think more over it then brings that to life. So thanks, Sarah. Sarah Garratt: Thanks, Andy. Andy Palmer: All right. And that's going to conclude our weekly training booster. We are at week 10, we will continue to do that. We're going to put in the links today. If you are interested and would like to know more about the HBDI profile, where you can find that and similar information, and if you wish to take your profile work, put that link in there so you can explore that as an option as well. Likewise, any questions or thoughts, please put them in the comments. We'd love to have and continue the conversation around the HBDI profile. So thanks again, Sarah. We'll maybe see you again in a future video and thanks for watching this week's MBM Weekly Training Booster. Sarah Garratt: Thank you. Take a look at the HBDI Assessment video on our YouTube Channel. Also, check out our award-winning blog.

Russian Supermarket Discounters Join Andrew Grant and Darren A. Smith in the thirty-ninth episode of the Grocery Guru. They discuss the Russian Supermarket Discounters Opening Stores in the UK. How it will affect the UK's supermarkets. Particularly Aldi and Lidl. Plus, supermarkets like the 'X5 Retail Group' and their innovative approach and different model. You Can Read the Full Russian Supermarket Discounters Transcript Below: Darren A. Smith: Hello, and welcome to Grocery Guru. This is episode 39 and we are here with that grocery guru. Andrew, how are you? Andrew Grant: Morning Darren. Yes, very good. Thank you. Darren A. Smith: So, this week we're going to talk about the introduction into the UK of the Russian supermarket discounters, and I've got some information here, but I probably haven't got the experience you've got. What's your recollection of Russian supermarket discounters coming to Britain? Andrew Grant: Well, they haven't. So this is... Yeah, this is really interesting actually. They're called Mere and they want to open 30 stores in the next year, sorry 300 stores in the UK in the next year. The first one is opening towards the end of this month. Darren A. Smith: Yes. Now, I do remember when discounters came before, and you probably do, Europe Tesco. What's your recollection of that? Andrew Grant: Yeah, well this is the interesting thing, because I can remember being at Tesco, the first Aldi opened, and we'd already seen, I'd already seen Aldis in Germany and I still got this vivid recollection of going into an Aldi in Germany and in the chiller cabinet, the deli cabinet, there was a rusty knife hanging from a string and people were cutting their own lengths of salami. I'd never seen anything so unhygienic in my life. And so, the minute we found out that the first Aldi was opening, we thought, there's no way British shoppers are going to be picking knives up out of cabinets and cutting their own lengths of salami and sausage. They won't shop in those sorts of conditions. And then of course, well everybody knows the history, Aldi and Lidl landed, just touched something within the British psyche for a quality bargain, and I think quality is the important thing, a quality bargain and together they've now got a share bigger than Asda and Sainsbury's. Darren A. Smith: And I've got something similar on my recollection as a very junior buyer in, I think, it was the early 90s was, there was a guy called Tom Viner, who I think was probably CEO at the time. His initials were RTV, which I never quite understood, and then I realized his first name was Rudolph, but no one was allowed to call him Rudolph because they started doing red nose jokes. Anyway, so Tom was at a conference at the front and he was saying, he read out this clip from newspaper. It said the discounters are coming. And his point was, we all went, "Yeah, that's bad, Tom." He went, "No, this was written in 1902." He was trying to say to us that it comes every few years, it's cyclical that the discounters come and not to worry, but actually I think he was wrong because to your point, they've got a hell of a market share. Andrew Grant: Yeah. But I think my take is that this is actually really good news for the likes of Tesco and Sainsbury's, because it's going to give Aldi and Lidl one major pain in the whatsit to have to sort out. So this Mere group, they're planning to undercut Lidl and Aldi by 20% to 30%. I mean that is cheap, that is cheap as chips. But when you look at the pictures of the stores and anybody that's interested should have a look, there's an article of the Leipzig store that Mere recently opened. I mean, their model is quite interesting. All the stores are leased. On the cheapest possible buildings that they can find as long as it's near a main road. But the most interesting thing about the model is, suppliers own the stock until it's sold to a customer. So suppliers deliver direct to store, the stock remains theirs until it goes through the till. Darren A. Smith: Wow. Andrew Grant: So basically the suppliers are responsible for total inventory. Darren A. Smith: Oh, I didn't know that. That is a very different model. We don't have that in the UK with any of our supermarkets, do we? Andrew Grant: Not that I know of, no. I mean, obviously I suppose you could argue that the retailers are quite good at extending their credit terms and not paying suppliers for 35, 42 days. So, technically the stock is still the suppliers, but no, this goes one whole step forward. And most of the food is... Well, it's all delivered on pallets and it's sold off pallets still in the shrink wrap. To save on refrigeration costs, there's only one refrigerator, and it's a room so that you go into a very cold room to pick up your yogurt and your milk and whatever. Again, I've seen that operating in Europe and in Russia, and I'm not sure. I think it will give Aldi a little something to think about, because anything that cheap is going to corner a part of the market. And you only have to go around the UK post pandemic [inaudible 00:05:22] whatever the government's leveling up agenda is, if anybody actually understands what that means, there's some serious areas of [inaudible 00:05:32] around the country. And I think if this Mere group targets those towns, the really marginalized coastal towns and some of the old industrial towns in the north and the Midlands and maybe the southwest and Wales, they will get a market. But it will be solely, I think solely at the expense of Aldi and Lidl. I can't see shoppers migrating from a Tesco and a Sainsbury's to that sort of super basic environment. Darren A. Smith: Okay. That's interesting. Let me just share, for anyone who hasn't got an understanding of the Russian market, just for a moment. So I've got here that the Russian market is made up of predominately eight supermarkets. Now the biggest one is the X5 Retail Group that has 12.8%, so let's call it 13%, and then Magnit, the next one, 8.8%, then DKRB with 6.6. So we've got about eight players with X5 being the biggest. Now X5, I hadn't realized this, the size of X5, they have a revenue of 28 billion. So, we're talking about a very big player here with an operating income of 1.5 billion and nearly 350,000 employees. Andrew Grant: Yeah, but I think this Mere group is interesting, because obviously they're Siberian, which is Russia in the refrigerator. It's not like it's Moscow or St. Petersburg. Yeah. This is a Siberian retailer. And we should probably steer away from any cultural humor, but when you look at that corporate website, I mean it is very Compare the Meerkat. It's been translated from the Russian and it doesn't quite translate to perfect English. I had a bit of a giggle, but I probably shouldn't be allowed to say that. But look, they clearly operate on zero cost. I mean, each of the stores is only going to have eight members of staff. Three filling the store, three filling the store and four on checkouts. Completely stripped down. But they're operating all across Eastern Europe and they're now in Germany and they obviously see the UK as opportunity. I think the first store is Preston. That's right. Darren A. Smith: And do you think that this is the start of other supermarket brands coming over?Trying their hand in the UK market? Andrew Grant: We'll wait and see. I do think back to, as we said right at the start of this, Aldi coming in. Everybody fobbed them off. "Oh, it's not going to work. Hard discount isn't right for the UK." And we now eat our words odd 15, 20 years later. So never say never. If they're determined enough, and the model is sufficiently different. It's not like they use in a standard retail model and just hacking prices because anybody can do that and become massively unprofitable in the process. But if they've got a model where they're effectively holding no stock and there's no customer service. They make a point, almost Ryanair-ish, there is no customer service number, desk, or email. You want to complain, tough. Darren A. Smith: Let me just share a little bit more about these X5 guys, because they're the ones, I think, we really need to be worried about. And I'll tell you why. So I'm looking here and they have now launched pay with a glance bio-metrics at the checkout. Andrew Grant: What? Darren A. Smith: Just unbelievable. And what comes across from X5 is they are hugely innovative. 15,000 stores, okay? A lot of stores, of course. They seem to turn around their business in 2015 and became the market leader and are on a trajectory to absolutely dominate like Tesco. So that's really, really good. And then we talked about the subleasing here. These guys are doing it, I think it's what happened in 2015 that really turned these guys around, but the bit that really impressed me is they held a Russian version of Dragons' Den and they invited a lot of small businesses to come along, 800 startups, and they've started working with a whole bunch on new innovations that no one's ever seen before. So it's a little bit like Tesco's Red Door, yet I think these guys are ahead. They actually started it three years ago. [crosstalk 00:10:24] as a very respected, innovative business. Andrew Grant: Yeah. But having worked, or visited Russia a few times over the last 10 years, it still... Well, I don't know. It looked, well when I visited it, it was at least 20 years behind the UK. So, it's still almost virgin territory for retail. So, anybody that's a good player, such as obviously X5 are, I think they will make hay for quite a long time. It's a very different game trying to get into a market like the UK if you're operating on the same principle model as effectively the world best in class leaders. Darren A. Smith: Yeah. Yeah, I get it. And what you said is they're bringing in a different model, which might take its market share and it might take it from Aldi and Lidl. So if we roll forward five years, do you think Aldi and Lidl, what? They've lost a couple of points between them to Russian supermarkets like Mere? Andrew Grant: No. I think, yeah, they'll probably have 150 stores, 200 stores, but they'll just steal it away from corner shops, market stalls, freezer shops. There's still lots of those, our version of hard discounters. I think they'll probably steal them from them because the business model gives them an advantage over those more traditionally run hard discount stores. Darren A. Smith: Okay. So some of those freezer centers that we've seen, like Iceland have a big freezer center, I've forgotten the format, and Farm Foods, they might be stealing from those? Andrew Grant: Yeah. There's Farm Foods. There's a whole raft of small, semi-independent, quasi-hard discounters. And then you've got market stores, and you've got the vans that drive around offering cheap meat and vegetables and frozen stuff. I can see them stealing that, whether it's enough for them to show on Kantar as a serious player, I'll put my money on the line and say no. But I don't think they'll have more than 1% share. I think they'll have less than 1% share in five years' time. Darren A. Smith: Okay. Okay. All right. Fair enough. Fair enough. Okay. So, we're talking about Russian supermarkets. We've got the big one, X5, followed by Magnit, then DKRB, they're entering the UK market. Our grocery guru thinks they'll have less than 1%, we'll wait and see. Andrew, what's our- Andrew Grant: In five years, yeah. Darren A. Smith: In five years. What's our takeaway before we leave you? Andrew Grant: Well, as I said, whilst I've just made the prediction of this Mere group having less than 1% share in five years' time, it is worth keeping an eye on them, I think. Have a look at their website. If you're anywhere near Preston in the next few weeks, I think it'd be fun to pop in and see what it's like, because if I'm wrong, then you will need to take notice of them. Darren A. Smith: All right. Andrew, we'll let you get back to your Friday. Thank you very much and we'll see you next week. Andrew Grant: Cheers. Darren A. Smith: Take care. Bye. Take a look at the Russian Supermarket Discounters video on our YouTube Channel. Also, check out our award-winning blog.

Have Morrisons and Asda Taken Their Eye Off the Ball? Join Andrew Grant and Darren A. Smith in the thirty-eighth episode of the Grocery Guru. They discuss the latest Kantar market share showing 12 weeks to 20th July 2021. Asda and Morrisons losing share, Tesco gaining, and Aldi & Lidl showing flat growth. You Can Read the Full Kantar Market Share Transcript Below: Darren A. Smith: Hello, and welcome to your weekly episode with The Grocery Guru. This is episode 38 and we are here with that guru, Andrew Grant. Andrew, how are you? Andrew Grant: Good morning. Darren A. Smith: Now, Andrew. I know that the market shares have just been published and you've got a unique take on what you think is happening. Andrew Grant: I'm not sure about a unique take, but yeah, we always wait for Kantar data that comes out 20th-ish of every month, because I think it's the most comprehensive view of what's happening in the market. I think we've covered it maybe two or three times since the pandemic started. And yeah, there's some subtleties in the figures for me. I mean, overall, total multiples are still up 11% on two years ago. So as we said, a few episodes ago, with the pandemic technically ending, people are going to go back out to pubs and restaurants. They're not going to do as much home shopping and therefore, the multiples are probably in a fairly rough ride during the summer. Yeah, I wouldn't say it's a rough ride, maybe a few little bumps. I mean, they're down 4.6% on the year. Tesco down 3.7, Sainsbury's down three, so that's probably not too bad. So probably expecting worse. Darren A. Smith: Let me just put that back in people's heads. So year on two years ago for the last, what, 12 weeks to 23rd of July, the multiples are up 11%. That's right, isn't it? Andrew Grant: On two years ago. Darren A. Smith: On two years ago. So up 11%, but on a year ago they're down 5%, give or take. Andrew Grant: And obviously a year ago was the peak of the pandemic. So yeah, if you take a two year view, the grocers have been really successful at riding this pandemic. But within the numbers, a few interesting things. Co-op and Iceland are the worst performers, not surprisingly, a Co-op is on every street corner. They don't have many big superstores, so they were the big winners of the pandemic when people just literally didn't want to shop at a big store where there were those other people who could potentially pass on the virus, they popped to the local Co-op. And to a lesser extent, I guess, Iceland being sort of city center or town center location. So I can understand why Co-op figures don't look brilliant, although they're us still up in double digit from two years ago. Darren A. Smith: So they're up 12% on two years but they're down 15% year on year? Andrew Grant: Yeah. But what's for me is I think a little bit of the slightest star of some blue water between Tesco and Sainsbury's and Asda and Morrisons is starting to appear. So Aldi and Lidl have come back, they're flat on last year. So probably something in there about they don't have home shopping, and home shopping is down. I forget the numbers. You may have them more to have. Oh yeah. So online groceries dropped by 2.6%. Darren A. Smith: Yep. Andrew Grant: So I think Aldi and Lidl have picked that up. So Aldi and Lidl are flat. Tesco seems to be doing really well. Tesco's put on 4.4 points of market share is almost unheard of in the last 10 years, but Asda are losing market share as are Morrisons and twice the decline of Tesco and Sainsbury's on a year. Darren A. Smith: So we've got Tesco hitting the high of 27% market share. Andrew Grant: Yep. Darren A. Smith: They're doing well. And you think they're stealing that predominantly from Asda and Morrisons? Andrew Grant: No, no, actually. I think it's a bit more complex than that. I think Tesco in particular, and we've said it before, have found a way to neutralize Aldi and Lidl. Darren A. Smith: Okay, right. Andrew Grant: Yeah. Their price match campaign, their club card promotions I think are fantastic, and fantastic value. I think Tesco and to a similar extent, Sainsbury's have found a way to stop the bleed of shoppers to Aldi and Lidl. I don't think Asda and to some extent Morrisons have. So I think the Aldi and Lidl bounce back is partly to the fact that less people are doing home shopping, but that home shopping could be stealing from Asda and Morrisons rather than Tesco and Sainsbury's. Darren A. Smith: It could be, and as you said, so online people are doing less online. They're going back to bricks and mortar shopping. Andrew Grant: Yep. Darren A. Smith: I read something in here that said, let's have a look. Andrew Grant: Still 13% of the market, though. Darren A. Smith: Yes, it is. It is. It's still huge. Yeah. Andrew Grant: I think it hit 18, didn't it, at the peak of the pandemic. And I think one of the grocers reported 20 odd percent online sales, but 13 is still double what it was two years ago. Darren A. Smith: It's very true. Very true. Andrew Grant: So pretty serious. And you know, yeah, just to bring the online thing into focus, Ocardo's growth, on two years ago, up 50%, I mean, absolutely flying. So as long as they can stop their robots fighting with each other, they're probably doing pretty well. Darren A. Smith: You're referring to the fire between the robots at say, depot recently, aren't you? Andrew Grant: I just thought it so funny that six robots decided to gang up on each other and have a big fist fight in the middle of the warehouse. Darren A. Smith: Robo wars. Ocardo robo wars. Maybe they want to start that. Maybe it'll catch on. Andrew Grant: I used to like [inaudible 00:06:05], yeah. It was good. So yeah. So I think it's quite an interesting time to look at what's happening in the market because obviously, pandemic technically over, obviously this week, there's all these problems of shop workers and depo workers and drivers being pinged. I think that's a short term blip, but going into the autumn, yeah, I think there's some interesting stuff going on here because I think Tesco and Sainsbury's are very well set. Asda and Morrison's, Asda's recently being taken over. That always causes problems. So is their eye off the ball and is that going to cause longer term problems? And obviously Morrisons right in the middle of a bidding battle. That's guaranteed to take your eye off the ball. So I think Asda and Morrisons are the ones to watch through the autumn in terms of will they struggle. Aldi and Lidl I think will continue to do well. And Ocardo's steam rolling. Steam rolling on. So interesting to watch Asda and Morrisons over the next six months, I think. Darren A. Smith: Okay, all right. Assume it here. What other nuggets have you got from the Kantar data? Andrew Grant: I think that was it. The only other one we haven't mentioned is Waitrose. Yeah. Waitrose picking up again. I think their customers, it might be a complete generalization, but I think generally their customer's slightly older profile, probably more wary of shopping during the pandemic. Darren A. Smith: Yeah. Andrew Grant: So I think Waitrose probably hit harder, but still, their two year growth is the same as the others, but their one year growth is better. So, maybe Waitrose are starting to become a bit of a star. And I did read, was it last week? Yeah, John Lewis and Waitrose are going start building their own flats and houses and you'll have built in Waitrose food cabinets and all this sort of stuff. Darren A. Smith: And also there was the departure, I think it was six months ago now, of the commercial director at Waitrose, Rupert Thomas, who I think is chief commercial officer at Fortnum & Mason, I think. Andrew Grant: Okay. Darren A. Smith: [inaudible 00:08:37] moved there, so maybe that's bringing some changes as well. The only other thing I picked up that I thought was useful was Morrisons still doing very well with counters. Obviously most retailers are cutting back on counters and Morrison's must be picking that up to some extent. Andrew Grant: Yeah. It is their USP and always has been, hasn't it? Darren A. Smith: Yeah. Andrew Grant: Yeah, no, an interesting month to review that Kantar data. We'll see what August brings. Darren A. Smith: Okay. Okay. All right, Andrew, we'll talk to you next week. Thanks very much. Andrew Grant: Take care. Darren A. Smith: Bye-bye. Take a look at the Kantar Market Share video on our YouTube Channel. Also, check out our award-winning blog.

Football Bonus, HFSS, Morrisons & A Tough Autumn Join Andrew Grant and Darren A. Smith in the Football Bonus episode of the Grocery Guru. They discuss England being in the Euro 2020 final which gives a football bonus & stress on the supply chain, driver shortage, labour shortages for frowers, rapid groceries – Wheezy, HFSS, Morrison’s bids and a tough Autumn Ahead for the grocers and their suppliers. England football team being in the final have meant a football bonus and driver shortages You Can Read the Full Football Bonus Transcript Below: Darren A. Smith: Hello, and welcome to the Grocery Guru. This is episode 36, and we are here with that guru, Andrew Grant. How you doing? Andrew Grant: Morning Darren. Yes. Pretty good. Thank you. Darren A. Smith: Lots going on at the moment. I know we’ve got a few things we want to share with our audience, but we can’t not mention the football. Andrew Grant: What’s that? Sorry, Das, I missed it. Darren A. Smith: It’s a sort of football-like brown thing we might win. Andrew Grant: Oh, yes. There’s a small match on Sunday evening, I believe. Darren A. Smith: There very much is. And I know you’re a big football fan. Andrew Grant: Yeah, no, exactly. I mean, it’s one of those weekends, obviously putting aside the sort of, the passion for the national team, but as an [inaudible 00:00:48], we all remember these weekends. They don’t come around very often, but a Royal wedding, a Brit winning Wimbledon, England football team getting through to the semifinals and now the finals; it’s not in your budget. You weren’t expecting it. You’ve spent this whole week ordering in gazillions of whatever it might be; crates of beer, burger buns, barbecue briquettes, whatever. And it’s all froth on the top of your budget, I mean, happy days. Darren A. Smith: It’s like getting a football bonus, isn’t it? You didn’t know it was coming and there it is. Lovely. Andrew Grant: Yeah. And then obviously the trick is by this time next year, make sure you’ve moved categories because you’re going to have the mother of all spikes to try and overcome. Darren A. Smith: Can’t you still just blame COVID? Can this not go on for years? Andrew Grant: Yeah, but it doesn’t get taken out of your budget, unfortunately. I’m not sure finance directors know that there’s things such as football and COVID, it’s just next year’s budget is. Darren A. Smith: So we’ve got lots of people planning for this bonus weekend. It gives them extra on top of their budget. Fabulous. All right. That makes sense. And what about taking that forward? What does that look like? Andrew Grant: Well, it’s an interesting time, isn’t it? Because we spoke, I think a few episodes ago, about the challenges the grocers are going to have this year. Obviously they got a massive pandemic boost when everybody… when all the other shops were shut. And they’re now obviously in the… they’re now lapping that fantastic performance. And I saw some stuff from NielsenIQ this week, which said that actually sales in supermarkets fell 2.4% in the four weeks to the 19th of June, which actually probably isn’t bad. If you think, they got something like 10% bonus, only to be 2.4% now a year later, is pretty good. Darren A. Smith: Well, that’s much better than I would have thought. The average was 10% up in sales, so now we’re saying only 8% up, minus two. Okay. [inaudible 00:03:10]. Andrew Grant: We had Sainsbury’s quarterly update performance. They increased their profit expectations, I think; doing pretty well, growing market share. And interestingly, the takeout I took from it, was their online business, their online grocery business, as opposed to Argos, is now steadying out. The growth rate is steadying out, but at 20% of their overall business. Darren A. Smith: Oh, one in five. Okay. Andrew Grant: So if you remember a year ago, we said it had doubled to 20%. So it doubled in a year, sort of five years worth of growth in a year, but it now looks as if the new normal is sort of one in five customers shopping online. Darren A. Smith: Right. Okay. Okay. All right. Interesting. All right. And when we look forward to the Ultimate’s coming up, what’s your predictions for what the UK grocery world’s going to look like? Andrew Grant: Well, I think, as I say, if you’re a bar and grocery, enjoy this weekend, because there’s a whole storm of stuff coming down the pipeline at the grocery sector, yet alone business. We saw this week, Haribo can’t deliver those nice little sweets because they’ve got no drivers. Darren A. Smith: Yes. Andrew Grant: So I think, the HGV situation is quite serious. I read a whole load of stuff about farmers in East Anglia having to plow in their summer crops because there’s nobody to pick the lettuces or pick the asparagus or leaks or whatever it might be. So there’s some real… and back [inaudible 00:04:55], again, desperately trying to hire workers for their convenience factories. So some real challenges around labor and supply. Darren A. Smith: So we’ve got driving shortages, labor shortages. Okay. Yep. Sorry, go on. Andrew Grant: Lots of food inflation, lots of commodity food-input price inflation, which I know the retailers are desperately trying to bat-off at the moment. And as I said, still those challenging like-for-likes from last year. And then put on top of that, bid-frenzy fever [inaudible 00:05:36] bid-frenzy fever, with… It looks like a bidding war for Morrisons, but will that spill over into a bid for Sainsbury’s? Because when you look at it, going back to what we originally said, the grocery market has done really well through the pandemic. It’s come through the other side, almost unscathed, as the rest of the economy opens up, and yet the share prices, and I know this, are where they were 25 years ago. So not surprised these clever Americans are looking at UK grocers and going, “Hey guys, we’ll have some of this.” Darren A. Smith: Yeah. And also not forgetting during COVID whilst the supermarkets did well with increases of sales around the 10% mark, they also spent a fortune on COVID costs. I think about four episodes ago, we said Sainsbury’s COVID cost was 468 million. Andrew Grant: And obviously that’s… it’s going to be nothing like that this year, so that’s straight back onto the bottom line. I mean, okay, they had a huge rates’ relief, which they paid back, which would have dented their profits, but with every like-for-like downside, there is an upside, and they won’t have all of those COVID costs this year. Darren A. Smith: True. And then I’m just thinking of two other things that are coming down the line. We’ve got people like Weezy, the London-based delivery shopping window of 10 minutes? Those guys are coming in, we talked about those a couple of episodes ago. I think Justin King was one of their investors. Andrew Grant: Yeah. Yeah. So super fast home delivery. Rapid grocer, I think it’s becoming known as. I think we said at the time, Darren, it’s a bubble. Darren A. Smith: It feels like a .com. It really does, because the 10-minute window, “Yeah, great, I got it the first time, that was exciting,” but do I really want it all the time? I don’t think so. But what do we know? We’re not just thinking- Andrew Grant: Well, if it gets to 10:30 on Sunday night and it’s penalties and you’ve run out of beer, I can see the benefit of a 10-minute delivery window. Darren A. Smith: I certainly can. In fact, I might want to in five minutes, but I hear what you’re saying. And then the other thing that’s coming down the line possibly April next year, we’ve talked about HFSS, which is the biggest change, you said to me, in enforced diets since the Second World War? Did I get that wrong? Andrew Grant: Yep. Yeah, effectively. HFSS, high fat, sugar and salt foods, the government has… Depends on your point of view, but the government has waged war on advertising these products in schools, et cetera. It’s now going a whole step further as far as the grocers are concerned, in that they will not be able to volume-promote or display these products. And for me, because this legislation is due in April next year, I do need to check when April is… Sorry, not when April is, when Easter is next year, but as the proposed legislation stands, you could see headlines like, “Boris kills the Easter bunny,” which with no Easter egg displays allowed, which would be mind blowing. Darren A. Smith: So the two principles are, you can’t volume price promote anymore and you cannot secondary site. Is that right? Andrew Grant: Yeah. Broadly. So no bog-offs, no two-for’s, three-for’s, just straight price promotion and no secondary siting. No foyer displays, till displays, et cetera. And you think, Easter is the one that really springs to my mind because think of the pallet displays of Easter eggs that the grocers put out there. Darren A. Smith: Well, I’m thinking, I’m sure we walked into ASDA last year at Easter, and there were two, three pallets of these Easter eggs, from the 10 pound ones to the pound ones. You couldn’t move past the lobby for them. Sorry, come April next year, it won’t be possible. Andrew Grant: Well, it all depends, the legislation is still to go through parliament. I’m sure the big retailers and the big three confectionary giants will lobby hard against it. And can you see a government not letting us have our Easter eggs? I don’t know, we’ll see. Darren A. Smith: We’ll see. All right. Andrew, final takeaway? Before we let you get on with your house buying, which I think you’re doing at the moment. Andrew Grant: Yeah, no, the final takeaway is get that Domino’s order in early this weekend because I think they’ll struggle for half time. Darren A. Smith: Oh, and your prediction for score Sunday? What do you think? Andrew Grant: Oh my God. Darren A. Smith: I put you on the spot, haven’t I? Andrew Grant: I think it’s penalties and England. Darren A. Smith: Okay. You said the P word. Andrew Grant: I think it’s a very tense nil/nil, and then nine penalties and we just scrape it. Darren A. Smith: All right. Andrew Grant: And what about you? What about you? Darren A. Smith: You said the word. Well, I’m going to go and be a real patriot. I’m going to go one/nil. Andrew Grant: Okay. Darren A. Smith: I’ll go further than that. I think it’s Raheem in minute 43 just before halftime. Andrew Grant: So Sir Raheem on Monday morning. Darren A. Smith: Yes. Andrew Grant: I’ll go with that. Darren A. Smith: All right. You have a good weekend. Thank you, Andrew. Andrew Grant: Chow. Bye. Darren A. Smith: Bye-bye. Take a look at the Football Bonus video on our YouTube Channel. Also, check out our award-winning blog.

Use the GROW Model For Your Employees Join Andy Palmer and Darren A. Smith in the seventh episode of the Weekly Training Booster. This episode was about the GROW Coaching model; Goal, Reality, Options, and Way Forward. An overview of this coaching model to help you to begin coaching. Learn how to use the GROW coaching model You Can Read the GROW Coaching Model Episode Transcript Below: Andy Palmer: Welcome to our next MBM Weekly Training Booster. We’re at number seven. Today, we’re going to be talking about the GROW Coaching Model and how to use the GROW Coaching Model. So Darren I’ve got, and as I’ve said before, in previous videos, I’ve got issues. Another one that I’ve identified is my inability to manage time. So you said you would kindly sit down with me, use something called GROW to make me better. Can you give us an overview of what this GROW thing is you keep pushing at me? Darren A. Smith: I can, there are a number of coaching models out there, like Oscar, GROW, a bunch of others. The one I really want to focus on because it’s the most popular is G-R-O-W, the four stages of GROW. It was designed by a guy called Sir John Whitmore, who was originally a racing driver, not many people know that. And he came up with this four stage model for helping someone to coach someone else. G is the goal, where do I want to get to? R is for reality. Where am I right now? O is for options. What things could I do? A way forward is basically choose the options before I’m going to go into. Andy Palmer: Brilliant. So if we decided that I do need to resolve my time management issues, how would you be using each of those stages with me, to help unlock this? Darren A. Smith: So the first question we’d ask you around the first stage, which is goal. So one of my questions would be where do you want to get to on your time management? And you might say, where I want to get to, Darren, is… What you say? Andy Palmer: Finishing on time more often, being able to prioritize my workflow, because I tend to work on all the wrong stuff at the wrong times. And ultimately, maybe to try and manage when stress, cause I’m just incredibly busy. [inaudible 00:01:49] I’ve got a job. Darren A. Smith: And they will be great answers, because I would then follow up that with some subsequent questions to try and get you to define that goal. What does it look like when you’re there? How were you feeling? What does it look like? What does it smell like? How euphoric would that be? Andy Palmer: Good stuff. All right. So once we’ve got our goal, we know what we’re aiming for. We can then move into our reality stage of trying to figure out maybe what’s not working so well right now. Is that right? Darren A. Smith: It could be. So we’ve got our bit over here. Where does Andy want to get to on time management? But now trying to establish, how far is he away? That’s his reality. So I might say to you, considering your goal, how would you compare that to your reality? If this is nine out of 10, what score would you give yourself now? Andy Palmer: And I guess flushing out with a number of different questions coming at it from multiple different angles just helps that we’re, [inaudible 00:02:43] classes that kind of conscious incompetence. I now know what I didn’t think I knew before. I know with the view to help understand that differential between where I want to get to and actually the real reality of where I am now. That then moves us into our options. And again, we’re looking to explore things that can help solve it, I guess? Darren A. Smith: They are, so again, GROW and coaching’s all about the answers within you, all I’m trying to do is ask you the right questions to pull it out your head. What I’m not doing is giving you the answers, because we move into more mentoring, which is very different. This is all about, I should be able to coach you to do anything, as a coach. I don’t need to be a subject matter expert. So I might say to you, what have you tried before? What’s worked, what hasn’t worked, what have other people done that you’ve seen work? What things float your boat, do books float your boat? Videos? Online training? And I’m trying to prod and poke your brains when you go oh, it’s these things over here I quite like to do. Andy Palmer: Because that develops, creates a bunch of options for us, which then allows us to move forward into that way forward, that wrap up parts of the model. What does that look like? Darren A. Smith: So that might be me saying too, when you think about those three things that you’ve chosen to do, it might be an online training course. I’ll have some coaching from someone else and I’ll go and do three activities. I might say, well, which one of those isn’t going to work for you? And I’m trying to poke and prod to look to the future to see, well, where is Andy going to fall over? Because I’m trying to look forward ahead through you to see what might and might not work. Andy Palmer: I guess, following this work for me, the GROW coaching, we’re very much a cycle. One that often kind of recycles, but allows, and that’s kind of close that circle and move us towards create a plan to help achieve that goal. Darren A. Smith: Absolutely, absolutely. They’re the four stages of the GROW model. A lot of people don’t want to coach because they just want to tell, but actually the difference in coaching is you’re much more likely to do it because it’s coming from within you, rather than me just say, “Andy, go and read that from the book.” Andy Palmer: People have an emotional connections to the things that they help create. And if they’re then help creating their own plan, their own training, their own development, then they’re in a really strong place. So what’s one top tip. And it’s very leading question. If people want to embrace the GROW model, what suggestion have you got to help them take that on board? Darren A. Smith: Well, I’ve got a pitfall that people fall into, then a solution. The pitfall most people fall into is they talk too much as a coach. So my top tip is 80/20. Make sure as a coach, you’re only talking for about 20% of the time, come up with cracking big open questions and almost watch your coachee in the nicest possible way, squirm a little looking for the answers. That would be my top tip. [inaudible 00:05:40] Would be to buy our coaching cards. We now have 17 decks of coaching cards. They look like playing cards. There’s about a hundred in a deck. They’re only about seven pound 50, and they enable amateur coaches to become more professional coaches. Andy Palmer: So, let’s put a link to all those coaching decks in there. I know there’s one specifically around GROW. There’s also an advanced GROW deck as well. Prompt example questions across a number of different subject matters. Tell people to help unlock the potential in both themselves and others around them. Good stuff. All right. Thank you, Darren. That was our weekly training booster for this week. I’m not going to retake that because we’ve been here for too long already. That was how to use the GROW Coaching Model. Thank you. Take a look at the 6 Thinking Hats video on our YouTube Channel. Also, check out our award-winning blog.

How to Use the Six Thinking Hats Theory Join Andy Palmer and Darren A. Smith in the sixth episode of the Weekly Training Booster. This episode was about the six thinking hats. Designed by Edward De Bono, these 6 hats help teams to solve problems with this incredible problem-solving tool. You can choose how you sequence the hats to get the best results. Find out how to apply the 6 thinking hats theory with this training booster You Can Read the 6 Thinking Hats Episode Transcript Below: Andy Palmer: Okay, good afternoon or good morning, depending on when you’re watching this. Welcome to MBM’s weekly training booster. This is number six; how the time flies when you’re having fun. Okay. Today is about how to use, and how to understand the Six Thinking Hats, the tool that’s been developed by Edward De Bono. For me, Thinking Hats is a super powerful way of helping unlock the potential and to support team thinking. So Darren, give us an overview of De Bono’s Six Thinking Hats. Darren A. Smith: It’s a way of problem-solving as a team. That’s its best application, I think, having used it for the last 20 years. It can really help a team to focus, without having to worry about being sidetracked on positioning themselves in the discussion, my opinions here, your opinions here. So it can really help a team to focus and solve a problem. And the Six Hats are various colors, they were created by, as you said, Edward De Bono, and I’d like to share them all with you. Andy Palmer: All right, good stuff. So what I’m going to ask you to do then is pick a hat, give us an overview of any one of them, anyone that comes to mind for you? Darren A. Smith: Well, let’s do the one that people would most heard of, which is the black hat. Andy Palmer: Okay, and what’s the black hat? Darren A. Smith: The black hat is being a naysayer or a negative Nellie as some people would call it. So you’re in a discussion, and the idea is that the team together wear each hat at a time, a metaphorical putting on a colored hat. So at this point, each member puts on the black hat altogether, and we have a problem to solve. And the problem might be that project XYZ isn’t working. And then what we do on a flip chart is write down all the problems with this project, “Well, it doesn’t work because Bob’s not engaged, the client doesn’t like it, we’re going to run out of money.” And we’d list all the problems, all the things that are going to go wrong, all the negativity. Andy Palmer: Good stuff. And I guess that then allows people to get those thoughts out of their head and, at the same time, manage their own perception that maybe they’re not being negative. They’re actually just trying to spot stuff that can happen, the risks that are going to be associated with the project, to then figure out if we need to accept, mitigate, transfer them, or whatever we need to do with them. So it’s a good way of unlocking that thinking where naturally the majority just don’t want to go to that black hat thinking. But this helps us to take us there. Darren A. Smith: And you can also imagine Bob and Ron in a room, and maybe Bob’s negative and Ron’s saying, “Oh, but we don’t want to be negative.” You can see the tussle going on. Whereas if we’d all agree to put on the black hat and we’re all negative together for a few minutes, great. Andy Palmer: All right, absolutely. Good stuff. All right. Pick another hat, what other colors and what [crosstalk 00:02:54]? Darren A. Smith: Okay, we’ll go opposite and we’ll talk about the white hat of the six thinking hats. Or, as we call it an MBM terms, the detective hat. And this is saying, “What do we not have? What facts and information should we go and seek in order to solve this problem?” So we don’t understand enough about the customer on this project, or we don’t have enough data, or we need to find out what the shopper thinks. That’s our white hat. Andy Palmer: Good stuff. And it’d be particularly useful when we’re trying to validate maybe the opportunity, or to consider if it’s even a goer, because we can’t make decisions without having the facts. We need to go and get them to allow us to make informed decisions. All right. Darren A. Smith: Yes. It’s a particularly good hat for… I’m at risk of mixing my metaphors and colors, but it’s good for the HBDI blues. If anyone’s done HBDI, you’ll know the blue guys love the facts; this is their hat. Andy Palmer: All right. Yes, that makes sense to me. Let’s put a link in the bottom of the video today for people are going, “HBDI, what’s that?” We’ll bring that to life as well. Albeit, let’s not go there right now. Okay. I’m going to pick a hat from the six thinking hats. I’ll pick the red hat. The red hat’s about… And actually, this does align to Hermann, more about feelings and hunches and intuition. Darren A. Smith: Yeah, so this is about giving the group permission. We all put on the red hat and for, let’s say, four, five minutes, “What are our feelings on this project?” “Well, I’m pissed off with Bob,” and, “Ron’s doing really well, but I fear this.” It allows us to put our feelings forward, and particularly as a British male, we’re not allowed to do that. But with the hat on, we can, which is great. Andy Palmer: Okay, fair enough. Yeah, and I think this is important for a number of reasons. One, because yes, we can look at projects as being one dimensional things. But actually they have impact on people, whether that’s internally, externally, maybe customers further afield, to consider those groups in a much, dare I say, detailed, much greater level of detail can be powerful. Darren A. Smith: Yeah, very true. Andy Palmer: All right. All right, so that’s our red hat, that’s our black hat, and our white hat. Pick another one for me? Darren A. Smith: Okay, so let’s talk about our green hat, and in MBM terms, it’s our entrepreneurial hat. It’s our creative ideas hat. So this is where us yellows in HBDI terms, or the right brain-ers, put this hat on and they go for it. So the group all put on the same hat and we list all the ideas that we’ve got to solve this problem. Now, one of the tools that you and I know works very well here, is random word tool, and again, we’ll put a link to that. But sticking with De Bono, this is all about how many ideas have we got? How many solutions? How many crazy thoughts to solve this bad boy? Andy Palmer: Yeah, we’re talking about a good level of brainstorming, getting it all out there, no idea’s a bad idea. Then we filter them, prioritize them, remove the duplication, and get down to the ones that are going to help solve our particular problem when we’re doing a problem-solving. Good. Okay, good. Tell me about the blue hat? Darren A. Smith: Okay, the blue hat is our policemen hat or our film director hat. It’s the process hat. So this is the hat we put on at the start and at a end of the sequence, I’ll come back to those in a moment. But at the start, before we all start putting on a red hat, or a white hat, or black hat, we have a process which says, “As a team, we’re going to do this for about 20 minutes, five minutes per hat”, let’s say. “We are going to evaluate at the end of the blue hat again.” And this is making sure that our journey is going to solve our problem. So the blue hat is about setting it up correctly, which hats are we going to use for how long, and then evaluating again at the end. So blue to blue with other colors in the middle. Andy Palmer: Lovely. Well, last but not least then, our yellow hat? Darren A. Smith: So our yellow hat is the opposite, I guess, of our naysayer black hat. The yellow hat is all about optimism. It’s all about, “Okay. What about if we found a hundred thousand pounds and threw that into the project, how could we solve it?” Or, “What if we all worked every day for the next 10 days, how would that work?” So we’ve got to try and split the ideas into the optimism. These hats are quite close, but optimism is the exact opposite of the black hat. Andy Palmer: Brilliant. All right. All right, it’s a great overview of how De Bono’s Six Hats can help facilitate our own thinking. And the bit that I really liked, depending upon the situation you’re in or the thing you’re trying to explore, you can select a sequence of hats. Sometimes it might be the blue, the red, and the green. Other times it might be all six. And as you talked about earlier, sometimes you might start with one hat and finish with that same hat, and do some other stuff in the middle. So while I don’t think we’re getting into all those different permutations and scenarios, maybe we can, again, add a link at the end of this video for people can then see how they can practically apply it. Darren A. Smith: We do have some sequences that we’ve written down in the link which we’ll put in. I’ll just share with you a couple that I’ve seen work really well. If you’re new to the Six Hats thinking, then I would take a blue hat, consider with your team, “We’ll do all the colors of the hats”, and finish with a blue. That seems to be the basic choice. When you get more advanced, you might just do blue, black, and white, and then blue again, that’s possible. And remember that this thing shouldn’t take that long. The hats, you only wear a hat for up to about five minutes. We’re not talking about hours of discussion. Andy Palmer: Great stuff. All right, fabulous, top tip. Let’s wrap it up there. We’re going to put some additional information in the link. Today’s video was about Edward De Bono’s Six Thinking Hats and how you can use them to solve problems and improve communication within teams. Darren A. Smith: Brilliant, thanks, Andy. Take a look at the 6 Thinking Hats video on our YouTube Channel. Also, check out our award-winning blog.

Become a Supermarket Supplier with S.E.L.L.I.N.G Join Andrew Grant and Darren A. Smith in the thirty-fifth episode of the Grocery Guru. They discuss how to become a supplier to a UK/European Supermarket using their acronym of S.E.L.L.I.N.G. that helps you to get ‘a foot in the door’. Use S.E.L.L.I.N.G. to help you become a supermarket supplier You Can View the Full S.E.L.L.I.N.G Transcript Below Darren A. Smith: Welcome to episode 35 of the Grocery Guru. We are here with that guru. Andrew Grant, how are you? Andrew Grant: Morning Das, yes, very good, thank you. Darren A. Smith: All right. Good, good. You’re off to buy a house soon. So we’re going to make it snappy and grab a bit of your time. Andrew Grant: Yeah, maybe we should do negotiate. I think whether it’s all about selling, maybe you should do negotiation based on what I’m up to today. Darren A. Smith: All right. You and I were together yesterday at the Algerian trade conference. How was that? Andrew Grant: Well, virtually. I don’t think we were actually in Algeria. I didn’t notice, but yeah. Darren A. Smith: We were. We were. And what came out of that was there was an audience of about 200. There was the minister of trade on the top table. You and I were virtually there as well, offering advice on suppliers who want to become suppliers to UK and European supermarkets. And you and I found a whole bunch coming out of that from the questions they asked. So I’m going to drill into your head and see if we can bring some of that back for viewers today. Andrew Grant: Yeah. Well, what struck me was just how desperately keen overseas buyers are to get into Brexit Britain. Darren A. Smith: Yes. Andrew Grant: They really see us as a land of new opportunity and yeah, they’re desperate to do trade with the UK. Darren A. Smith: So thinking about your years in supermarkets, what made you want to select this supplier as a supplier and not this one? Andrew Grant: Yeah. Now that’s a good question. Because I still remember. Particularly when I did produce and a lot of those Algerian suppliers were produce suppliers. I’d get faxes every week with, “Oh, we can supply your melons for X.” And it was always half what I was currently paying, but I never did business with them. Because you’ve got to be able to trust the supplier. And you’ve got to know that they do the basics in terms of technical and logistics. So can they get the stuff to you? And is it not going to be full of harmful chemicals and stuff when it gets out? Are the two most important things. But what always struck me and I know I’ve used the analogy before is very often new suppliers, particularly those from abroad would just not do their homework. Darren A. Smith: Yeah. Andrew Grant: And I would sit there thinking I was almost like a travel agent. “How may I help you today? Yes. Let me guide you through the process of S.E.L.L.I.N.G to me and let me write the tickets out for you and the itinerary. And here’s your seat number. And would you like a drink before your meal?” Honestly, it was… Some of the basics they didn’t do was scary. Darren A. Smith: It was. And when we work with current clients and some are suppliers… Who want to become suppliers to supermarkets. One of the things we’re trying to share with them is they’ve got to do their homework. And that’s blindingly obvious, yet we are still surprised by how many that don’t. How many that don’t know how many depots Tesco have or Sainsbury’s have and how the supply chain works. Andrew Grant: Well. That’s… I think it’s common courtesy, especially in this day of the internet, to know how many stores a supermarket group has, what fascias they operate on, what their advertising timeline is. That is really basic stuff. If you or I have gone for an interview, you actually bother to find out who your prospective employer is, what they make, how they operate. And it just stick in me because effectively a new supplier is going for an interview when they’re meeting a buyer. Darren A. Smith: Right. Andrew Grant: So I think that’s common courtesy. And if they don’t even know how many stores a retail has, they should be shown the door instantly. But then another level down, one of the common things I find particularly in chilled food, is they don’t understand just how sophisticated and just in time the chilled supply chain is in the UK. Darren A. Smith: Yeah. Andrew Grant: They’re staggered when you say you’ll get day one for day one orders. “What do you mean day one for day one?” “Well, you get an order at 8:00 AM and you’ll have to be in [RDTC 00:04:21] by 4:00 PM that afternoon. Oh, and by the way, they’ve got 28 of them.” Darren A. Smith: Yes. Andrew Grant: And you can see their heads just exploding. Darren A. Smith: And the other point I heard came out of the conference yesterday, you made a very good point around adding value or a USP. Would you just share more with these guys around what you were talking about at the Algerian- Andrew Grant: Yes. That’s probably the third level for me. So level one, common courtesy know how many… Yeah, know who you’re S.E.L.L.I.N.G to. Level two, get the technicalities right. So can you deliver, do you know what safety standards and hygiene standards they insist on? Do you know what the logistics operation is? But then it is about how can you add value to their business? And that’s the sophisticated way of selling that we train, it’s needs based selling. So who are their shoppers? What do their shoppers want? What are the needs that they’re trying to deliver for their shoppers? So on a really basic level, are they going to need to go up market, are they going to need to go down market? Are they value driven? How important are promotions? But on a much more sophisticated level that we spend a lot of time with UK suppliers on, it is what is the biggest strategic challenge facing an Asda at the moment or a Tesco at the moment? How do they stop the erosion of their shoppers to the likes of Aldi and Lidl? That’s probably the biggest strategic challenge for the big four is how do we range, price and promote to stop the inexorable bleed to Aldi and Lidl. Darren A. Smith: You just reminded me of a wonderful story. I think his name was Ronnie [Owlback 00:06:08] , but I’ll have to check that, the founder of Goo. And he said that he created some packaging or his design team created some packaging, he put it on a shelf in Waitrose, it was just a piece of packaging. There’s nothing in it but you wouldn’t know. And he checked from up to the aisle to see how many people picked it up to see whether he might be able to sell it. And every time he put it there, it got picked up within 10 seconds. When he put it back, it obviously went to the customer, it’s fake pizza packaging. Put it back in, someone else picked it up. And he thought, “Actually, I’ve got a good business there.” Andrew Grant: Yeah. Yeah. [crosstalk 00:06:40] yeah. In terms of standout and impact. Yeah. So it was at different levels with different suppliers, but as far as the very busy people, they’ve got their own businesses to run, but it does often surprise me. But they don’t treat it like it’s a personal job interview. Anybody that goes for a job interview, that’s a big thing in your life or your career. You spend a lot of time prepping and covering the questions you may get asked, the challenges that may get thrown at you. And yet, you and I have both been staggered over the years at the lack of prep and almost the ignorance that is sometimes shown. Darren A. Smith: Yeah, it is shown. Just finishing up, we’ve come up with this mnemonic S.E.L.L.L.I.N.G with seven parts, just going to start two seconds on that. And then we’ll let you go and negotiate with the state agents. Andrew Grant: Yeah. Well, it’s a seven-step pneumonic, is it? Is that what you call it? Darren A. Smith: Mnemonic, yeah. Andrew Grant: Pneumonic. I call it an acronym. But anyway, acronyms, you, mnemonics, me. Yeah. It’s a seven step and I’m sure you’ll put a link on the end of this webinar. But the seven things you need to do to prepare to effectively sell. I won’t go through each of them, we’ve covered the most important ones, which is shopping knowledge, educate yourself about the customer. What insights have you got that will differentiate you from the rest of the pack? Legislation, do you know how [G Scott 00:08:25] can protect you? And if you do get into a contractual discussion with a retailer, you need to know what supply agreement is written. Supplier agreement and ensure it is drafted correctly. So a nice, simple mnemonic as you call it. But actually if you are planning a meeting with a retailer in the next week or so, that’d be a really good starting point. Darren A. Smith: All right, Andrew, thank you very much for your guruness. Best of luck buying a house. I will talk to you next week. Andrew Grant: Okay. Take care. Darren A. Smith: Take care. Bye. Take a look at the S.E.L.L.I.N.G video on our YouTube Channel. Also, check out our award-winning blog.

How to Give Feedback Part #4 Need to have ‘That' conversation but don't know how, worried how it'll be received, or just believe that if you ignore it for long enough it'll go away? This 4-day training will dispel every belief you have about feedback, that you've been previously taught or learned by yourself along your leadership journey. Learn how to give effective feedback with this sticky lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5  1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2  3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3  4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4  M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset  I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #5 6: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #6 7: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #7 1: The Leadership Upgrade – #1 ‘(Self) Evaluation’ 2: The Leadership Upgrade Part #2 ‘Vision’ 3: The Leadership Upgrade #3 ‘Obstacles’ 4: The Leadership Upgrade #4 ‘Create’ 1: What is the HBDI Model and Whole Brain Thinking ® – Part #1 2: How You Use the HBDI Model to Better Understand Yourself and Others – Part #2 3: Practical Application of the HBDI Model for You and Your Teams – Part #3 1: Feedback – ‘What Elephant? – How to Give Feedback' Part #1 2: Feedback – ‘What Elephant? – How to Give Feedback' Part #2 3: Feedback – ‘What Elephant? – How to Give Feedback' Part #3 Take a Look at Our Podcasts.

How to Give Feedback Part #3 Need to have ‘That' conversation but don't know how, worried how it'll be received, or just believe that if you ignore it for long enough it'll go away? This 4-day training will dispel every belief you have about feedback, that you've been previously taught or learned by yourself along your leadership journey. Learn how to give effective feedback with this sticky lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5  1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2  3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3  4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4  M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset  I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #5 6: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #6 7: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #7 1: The Leadership Upgrade – #1 ‘(Self) Evaluation’ 2: The Leadership Upgrade Part #2 ‘Vision’ 3: The Leadership Upgrade #3 ‘Obstacles’ 4: The Leadership Upgrade #4 ‘Create’ 1: What is the HBDI Model and Whole Brain Thinking ® – Part #1 2: How You Use the HBDI Model to Better Understand Yourself and Others – Part #2 3: Practical Application of the HBDI Model for You and Your Teams – Part #3 1: Feedback – ‘What Elephant? – How to Give Feedback' Part #1 2: Feedback – ‘What Elephant? – How to Give Feedback' Part #2 4: Feedback – ‘What Elephant? – How to Give Feedback' Part #4 Take a Look at Our Podcasts

How to Give Feedback Part #2 Need to have ‘That' conversation but don't know how, worried how it'll be received, or just believe that if you ignore it for long enough it'll go away? This 4-day training will dispel every belief you have about feedback, that you've been previously taught or learned by yourself along your leadership journey. You Can Read the Full Transcript Below: Nathan Simmonds: Good afternoon, sticky lunches. Just making sure my screen is straight. How are we all today? I've actually joined in early just to make sure we're getting people in the room. On a scale of one to 10, one being terrible, 10 being phenomenal, how are we feeling today? 10. Straight in there with the tens. Good. Lots of positivity. Just a few more minutes while people are arriving. Colin, good to see you. Just doing a quick check in center. Check how everyone's feeling. One to 10, one at one at the bottom, 10 at the top. Where are you? Yeah. How are you feeling today? Nathan Simmonds: Good. I think I'm on the downward curve though, of one of the emotional slides of COVID-19 right now. I feel like we're getting to the end of all this. I feel like we're going back to normal. It is challenging. Martin, good to see you. Bonjour, . We are in a little bit early. We've got 30 seconds. We're just waiting for people to arrive. Now he's going with the Portuguese. Now he's coming at me, right? Where are we? One minute past people still arriving. Just waiting for those to get into the room. Darren, good to see you. Nathan Simmonds: Let's just give it a moment while we're getting everyone in the room. Let's make sure we're all set up for success. Mobile phones, hold 'em higher. Let's get the little airplane lit up. My one is good to go already. Just checking that. Making sure that you've got a drink available. You want to keep yourself hydrated. Keep the brain lubricated and keep this learning sticking. Okay, and then finally, as always, fresh sheet, fresh thinking. Nathan Simmonds: Get yourself a nice clean page in that book in your notepad to make sure that you can get those things down that you want to remember and reread so you can reignite that thinking when you go back to it. You wanna keep that learning, expanding and moving and growing. So these, these are the three key elements just to set these sessions up, to keep that, that learning live. Last mouth of tea. Learn to give better feedback   Nathan Simmonds: Gareth, good to see you, Claire. Great to see you again. Thanks for being there. Last handful of people, right? Grab my pens. Let's fly with this. So, one thing we talked about yesterday, and I said I would share the link with you, which I've got down here, gonna get this now, is about the pigmalian effect. I hope I spelled that right. Nathan Simmonds: We talked about this briefly yesterday. I've just dropped a v No, I didn't. I just put it in there to everyone else but you. So you can't see it. Over audience. Let's try that. There we go. So I talked about this briefly yesterday, which was the Pygmalion effect. So it's the, the core idea or the, the science behind the statement of what you think of people is how you treat them. So that video's there, it's about six minutes long, not for watching now. Nathan Simmonds: It's definitely for watching later. Okay. And then I'm gonna copy this in just while I'm thinking about, and it's fresh in my thinking. If you have not registered for tomorrow's session or any of the other future sessions, the link is now in the chat box for you. Make sure that you are signing up for tomorrow's session immediately. 'cause That's gonna be part three of this feedback training. Nathan Simmonds: And these trainings are gonna stack up, yes, they'll help you individually, but they're gonna stack up in over the four parts in their entirety to support you delivering feedback in a much clearer, holistic and thoughtful way to support you getting the best results for your people.

How to Give Feedback Part #1 Need to have ‘That' conversation but don't know how, worried how it'll be received, or just believe that if you ignore it for long enough it'll go away? This 4-day training will dispel every belief you have about feedback, that you've been previously taught or learned by yourself along your leadership journey. Learn how to give effective feedback in this sticky learning lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5  1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2  3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3  4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4  M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset  I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #5 6: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #6 7: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #7 1: The Leadership Upgrade – #1 ‘(Self) Evaluation’ 2: The Leadership Upgrade Part #2 ‘Vision’ 3: The Leadership Upgrade #3 ‘Obstacles’ 4: The Leadership Upgrade #4 ‘Create’ 1: What is the HBDI Model and Whole Brain Thinking ® – Part #1 2: How You Use the HBDI Model to Better Understand Yourself and Others – Part #2 3: Practical Application of the HBDI Model for You and Your Teams – Part #3 2: Feedback – ‘What Elephant? – How to Give Feedback' Part #2 3: Feedback – ‘What Elephant? – How to Give Feedback' Part #3 4: Feedback – ‘What Elephant? – How to Give Feedback' Part #4 Take a Look at Our Podcasts

HBDI Model & Whole Brain Thinking #3 Find out more about the HBDI Whole Brain Thinking ®.

HBDI Model & Whole Brain Thinking #2 Find out more about the HBDI Whole Brain Thinking ®.

HBDI Model & Whole Brain Thinking #1 Find out more about the HBDI Whole Brain Thinking ®.

The Leadership Upgrade #4 “Worried if you change you won't know what to expect? – Part #4 of the Unique Leadership Coaching model ‘EVOC' Create. Reflected, dreamed, seen the problems now it's time to Create actions. Improve your leadership skills with this sticky learning lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5  1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2  3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3  4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4  M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset  I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don't Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #5 6: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #6 7: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #7 1: The Leadership Upgrade – #1 ‘(Self) Evaluation’ 2: The Leadership Upgrade Part #2 ‘Vision’ 3: The Leadership Upgrade #3 ‘Obstacles’ 1: What is the HBDI Model and Whole Brain Thinking ® – Part #1 2: How You Use the HBDI Model to Better Understand Yourself and Others – Part #2 3: Practical Application of the HBDI Model for You and Your Teams – Part #3 1: Feedback – ‘What Elephant? – How to Give Feedback' Part #1 2: Feedback – ‘What Elephant? – How to Give Feedback' Part #2 3: Feedback – ‘What Elephant? – How to Give Feedback' Part #3 4: Feedback – ‘What Elephant? – How to Give Feedback' Part #4 Take a Look at Our Podcasts

The Leadership Upgrade #3 “Worried if you change you won't know what to expect? Part #3 of the Unique Leadership Coaching model ‘EVOC' Obstacles, If you always did what you've always done. You'll always get what you always got. Get prepared, get aware and plan for a better future. Improve your leadership skills with this sticky learning lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start?

The Leadership Upgrade #2 “Worried if you change you won't know what to expect? Part #2 of the Unique Leadership Coaching model ‘EVOC' Obstacles, If you always did what you've always done. You'll always get what you always got. Get prepared, get aware and plan for a better future. Improve your leadership skills with this sticky learning lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start?

The Leadership Upgrade #1 Got promoted and wish someone showed you how to Lead? – Part #1 The Unique Leadership Coaching model ‘EVOC' (Self) Evaluate, take a deeper dive into your leadership style and capability. Take a look at your leadership style with this sticky learning lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4

Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store. You will learn: – Each of the 7 parts of the MBM Category Management Funnel. – How each part is essential to creating an effective Category Management approach. – Various tools and techniques to support each stage of the process. Improve your category opportunities Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Develop

Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store. You will learn: – Each of the 7 parts of the MBM Category Management Funnel. – How each part is essential to creating an effective Category Management approach. – Various tools and techniques to support each stage of the process. Improve your category management opportunities Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3

Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store. You will learn: – Each of the 7 parts of the MBM Category Management Funnel. – How each part is essential to creating an effective Category Management approach. – Various tools and techniques to support each stage of the process. Improve your category management opportunities Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Perso

Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store. You will learn: – Each of the 7 parts of the MBM Category Management Funnel. – How each part is essential to creating an effective Category Management approach. – Various tools and techniques to support each stage of the process. Improve your category management opportunities Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Perso

Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store. You will learn: – Each of the 7 parts of the MBM Category Management Funnel. – How each part is essential to creating an effective Category Management approach. – Various tools and techniques to support each stage of the process. Improve your category management opportunities Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Perso

Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store. You will learn: – Each of the 7 parts of the MBM Category Management Funnel. – How each part is essential to creating an effective Category Management approach. – Various tools and techniques to support each stage of the process. Increase your category opportunities with our sticky lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3

Increase Your Category Opportunities 73% of your Category Opportunities Never Make it to Store. You will learn: – Each of the 7 parts of the MBM Category Management Funnel. – How each part is essential to creating an effective Category Management approach. – Various tools and techniques to support each stage of the process. Increase your category opportunities with this sticky learning lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3

Think You Don’t Need to Attend This Webinar? This 7-part model will help you to find out what is wrong with your time management. You will learn: – Each of the 7 parts of the time management system. – How each part is essential to creating an effective time management system. – The holes that are exposed in your time management system by not having any one of the 7 pieces. – Practical tips to incorporate any one of the 7 parts of the time management system. Improve your time management the these 7 hurdles Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3

Think You Don’t Need to Attend This Webinar? This 7-part model will help you to find out what is wrong with your time management. You will learn: – Each of the 7 parts of the time management system. – How each part is essential to creating an effective time management system. – The holes that are exposed in your time management system by not having any one of the 7 pieces. – Practical tips to incorporate any one of the 7 parts of the time management system. – The strengths and weaknesses of your time management system. Improve your time management skills Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2