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Remember to check out the What's Hot page for topical items to interest to managers, including:

  • NZIM Launches New Hr And Recruitment Training Framework For 2012
  • 7 Time Management Mistakes
  • Ready To Do Better - What NZIM is Thinking
  • Celebrating New Thinking
  • The NZIM Management Model
  • Executive Update Your Bi-Weekly Management News
  • Management development courses
  • Explore NZIM's social media links (Twitter, LinkedIn and Facebook)

David Chapman – Obituary

David ChapmanDavid Chapman, for 17 years the New Zealand Institute of Management’s National chief executive and its indefatigable advocate for better management education and training in New Zealand, died in Wellington on January 14 aged 75.

Chapman took up the NZIM leadership challenge in 1992, bringing to it an impressive public sector background and an impeccable public and private sector network of contacts, colleagues and decision-makers. He had, said the Institute’s national president of the day Lindsay Fergusson, the diplomatic skills NZIM desperately needed. And, true to form and his hallmark personal dedication, Chapman put them to work with considerable effect.

“David was a very good leader,” says former NZIM National chairman Doug Matheson who worked closely with him on several important organisational and management development initiatives.

“He was committed to establishing relevant management qualifications and all credit should go to him for what exists today. His contribution is well understood and recognised by those who know and understand what is involved in lifting management capability.”

Much of Chapman’s contribution to NZIM was built on his deep understanding of the critical role political policy-making plays in promoting or impeding better learning standards and practices. He was, after all, a private secretary to several key ministers in both the National and Labour governments of the 1960s and ’70s, including Finance Minister and subsequent controversial Prime Minister, Robert Muldoon.

Despite offers, Chapman declined to become a permanent private secretary, opting instead to become a successful travel commissioner for the New Zealand Tourism Department, heading up its offices in Australia and North America.

The personal respect he garnered in the public sector helped him enhance government understanding of the economic importance of better management education. “He knew the right people to talk to in both the corporate and public sectors and they listened to him,” says Robin Dunlop, former NZIM National chair and top-level public servant.

Chapman won important skirmishes with government authorities over the implementation and nature of Unit Standards and learning programme content and accreditation.

Matheson also acknowledges that Chapman’s determination drove him to create NZIM’s Management Capability Index (MCI) which Chapman then started promoting both at home and abroad. The MCI is increasingly recognised offshore as a meaningful measure of a nation’s level of management performance.

“It was also David’s idea to establish the NZIM Foundation and its management education scholarship programme,” says Matheson.

Chapman left an important legacy at NZIM, but none more than his leadership role model as a caring, committed and people-focused leader.

“My management style is to work through people,” he once told me. “I focus on integrity, respect and trust.” He thought these critical management issues were too often forgotten by leaders and managers operating in today’s self-focused world.

“Valuing and recognising people and building trust are critical to meaningful and effective relationships,” he said.

David Chapman is succeeded by his wife Ann, daughter Kae, son Grant and their families of seven grandchildren. – Reg Birchfield

CEO Online logoCEO Online - 1 February 

CEO News is brought to you by CEO Online, in association with the New Zealand Institute of Management.

  • Leading The Teams Of The Future. Though the opportunity to lead hasn't changed, leadership styles have. There's been a shift from control and command, to collaboration and connection. In this Learning Module, explore the teams of the future - 'Tribal Teams' - who they're made up of, how we connect with them and how we inspire them to achieve organisational goals, whilst maintaining our leadership authenticity. 
  • Managing Employee Stress In The Workplace. Handling employee stress in the workforce is no easy task. Some employees rise to the occasion while others cringe with fear or avoid the situation completely. This article will provide you with 5 ways that can help you develop a solid workforce that won't crack under pressure. 
  •  Getting In Top Sales Shape In Just 21 Days. This article provides you with 21 actions that you can gradually implement one day at a time. Easy. Fast. Simple. But each little task is a step in the right direction. Each step creates and builds momentum. The best part is this: after 21 days you'll be in better sales shape. You'll have created a habit of doing a little extra every day. 
  •  Australian Business Still Optimistic. The latest research from Grant Thornton's International Business Report (IBR) shows that Australian business optimism stands at 24%, while global optimism and pessimism are finely balanced at 0%. A shortage of skilled workers continues to be the most common constraint. According to Partner, Bill Shew: "Employers are still looking to entice good people to join their businesses." 
  •  Engage The Generations At Work. As the final members of The Builders leave, Baby Boomers are thinking about following them ... but realising their plans for early retirement might not work. Gen Y is arriving, and on a mission to transform the workplace. Caught in the middle is Gen X, who've been patiently waiting their turn. As a leader, your next challenge is to find a way to engage each generation - you can't afford not to.
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Members of NZIM are entitled to complimentary subscription to the CEO Online website and its fortnightly e-newsletter.

Creating Leadership Opportunity

"If business managed their money as carelessly as they manage their people, most would be bankrupt" - is a deliberate attempt to compare talent management with financial management. 

"The great majority of companies that control their finances masterfully don't have any comparable processes for developing their leaders or even pinpointing which ones to develop. How did this come to be?  …Talent is the leading indicator of whether a business is headed up or down. Everyone agrees it's the company's most important resource. But a spreadsheet full of numbers is a lot easier to parse than the characteristics unique to a human being."

…talent is the one competitive advantage that can be relied upon to differentiate companies.

Talent is attracted to opportunity… Consider these three principles for creating opportunities to allow others to develop: 

  1. Identify high-value development needs...
  2.  Identify strengths…
  3.  Identify stretch opportunities…


MCsikszentmihalyi… whose work on happiness and creativity led to the concept of "flow" - that optimal state of productivity through immersion and engagement in an activity. To achieve a flow state:

  1. A balance must be struck between the challenge of the task and the skill of the performer… 
  2. Both skill level and challenge level must be matched - and high…

  3.  "Stretch opportunities" generally create a desire to learn, as well as communicating a practical sense of reward and recognition…

What opportunities can you create this week?

Are You Ready For A New Challenge?

If you're considering new goals or opportunities this year, NZIM is pleased to bring you these details of a scholarship offer for the MBA course at Cranfield School of Management in the UK:

Cranfield School of Management, just north of London, is pleased to offer a scholarship exclusively for New Zealanders for the full-time Cranfield MBA course starting in September 2012.The scholarship is open to anyone of New Zealand origin (citizens or permanent residents) anywhere in the world.  The scholarship covers full tuition fees for the full-time MBA course (GBP33,000). The NZ-UK Link Foundation will pay for the airfare from New Zealand to the UK, and a contribution towards living expenses of up to NZ$10,000 may also be available.

One full-fee scholarship will be awarded. Other outstanding candidates may be awarded partial bursaries.

Maori applicants: Cranfield offers additional part-fee scholarships exclusively for Maori candidates.

Application requirements and process. Scholarship candidates must first have been offered a place on the MBA course.  For entry onto the MBA course, candidates will need to take the GMAT exam or the Cranfield Admission Test.  The deadline for these applications is 30 April 2012.

Applications for the scholarship are due by 31 May 2012.  For further details: www.cranfieldmba.info/NZscholarship

Scholarship applicants will be short-listed and interviewed in June 2012 in Wellington.  Interviews may be arranged in London or Cranfield for UK-based candidates; other venues or telephone/Skype interviews may be possible, although face-to-face contact is strongly preferred. A decision will be made in June 2012.

This is the sixth year that the scholarship has been offered.  Past scholars have come from all sectors and are typically aged in their late 20s/early 30s.

Further information, please contact David Ryan, MBA 2001, in New Zealand on +64 (0) 21 543 449 or at ryangomez@xtra.co.nz, or David Thompson, MBA 1969, in the UK on +44 (0) 1296 682384 or at dct@dct.eclipse.co.uk

NZIM CentralLearning Programmes for Manager

Events & Workshops

  • The Map of Meaning: A guide to Sustaining our Humanity. 1 March 5.30pm - 7.30pm. (Also Christchurch 16 February and Auckland 22 February). The Map of Meaning captures, in one image, key drivers governing human behaviour in the workplace. The need for meaningful work underpins human resource issues faced by line managers such as engagement, motivation, absenteeism, communication, performance, and productivity.

NZIM Learning Programmes

NZIM Central has updated its training calendar to include course dates for next year. Take a look and begin planning early: 2012 Planner. New to Management? - Fly out of the starting blocks

Calling all Small Business Owners: Dicounted Training

Are you a small business owner? Did you know that some of the NZIM courses qualify for the NZTE Capability Voucher Scheme. NZIM has been approved as a training provider across our region for this scheme, which provides a discount of up to 50% of the training fee. Please contact Grow Wellington to see if your business qualifies.

In-Company Management Courses

Did you know that any of the public courses listed on the NZIM Training Planner can be tailored to your organisation's needs? We can even send a facilitator to run the training at your premises anywhere in New Zealand. So if you need to train between 8 - 12 people, think about running your training in-company at your premises. Our in-company courses are charged at a daily rate and so it becomes really cost effective for you when training a group of at least 8 people.

Build your Own Qualification

Did you know that you can now build your own qualification in your own time - module by module?

Course Calendar. Courses for the next six months in all our regions.

NorthernLogoNZIM Northern

Events

Courses

In 2012, NZIM Northern are focussing on qualifications and professional short courses in THESE key categories:

Now is the time to act and book on programmes to get you and your teams ahead and skilled up for the new year. All NZIM programmes can be customised to be delivered in-company so contact the team on 09 303 9100 or 0800 800 NZIM

Leading and Development Courses: February

  • Advanced Leadership (DMA) 1 February
  • Dealing with Difficult Behaviours 2 - 3 February
  • Project Management Fundamentals 7 - 9 February
  • Risk Management (DFM) 13 February
  • Emotional Intelligence 13 February
  • Interpersonal Comminication Skills 13 - 14 February
  • Manage an Operational Plan (DFM) 14 February
  • Problem Solving & Decision Making 14 - 15 February
  • Accounting for Non-Accountants 15 - 17 February
  • Workplace Assessment 15 - 16 February
  • Effective Time Management 17 February
  • Recruitment Frameworks for Success (HR1) 20 - 21 February
  • Building Effective Teams (Team Leader 2) 20 - 22 February
  • Introduction to Management 22 - 24 February
  • Coaching and Mentoring 28 - 29 February

NZIM Qualifications

  1. National Certificate in Business - Starts 20 - 21 February. This qualification is… for people who are, or are training to be first line managers (team leaders, supervisors, or charge hands). People in these roles are likely to be responsible for managing people, resources, or workplace operations, and may have had little, or no formal training.
  2. National Certificate in Project Management - Starts 7-9 February. The Certificate recognises the skills and knowledge of a project team member. People awarded this qualification will have demonstrated that they have contributed to the management of projects, including the management of a straight forward project or a section of a larger project and working with other in a project team.
  3. NZIM Diploma in Construction & Engineering - Starts 22-24 February. A training course specifically for the industry’s up and coming project and business leaders. The course is aimed at individuals in the succession plan of New Zealand’s leading construction industry players. Contractors, consultants and clients, learning and developing together.
  4. NZIM Diploma In ProjectManagement - Starts 15-16 March. Individuals who have an understanding of and are involved in project management, and are keen to undertake and complete a recognised qualification.
  5. NZIM Diploma In Management Advanced - Starts 12-14 March. The programme will provide an entry-point into advanced qualifications for middle or senior managers wishing to provide conceptual rigour for their experiences but not wanting the commitment of full time study or night and weekend classes.
  6. NZIM Diploma In Frontline Management - Starts 2-3 April. Empower your frontline managers to deliver superior business results and gain accreditation recognised in New Zealand.

Smarter Better Business

1. What do employees want?

A recent report by Kenaxa High Performance Institute on employee reward and recognition highlights the needs of staff/employees. The top seven needs and percentage responses are:

  • Recognition - a pat on the back from managers and the organisation at large. (Australia 21%:Globally 20%)
  • Security - steady work, a permanent job and stability. (Australia 21% :Globally 18%)
  • Pay - fair compensation, incentives and benefit packages (Australia 19%: Globally 25%)
  • Conditions- investing in comfortable physical and social working conditions. (Australia 16%: Globally 11%)
  • Truth - employers being frank, honest and transparent. (Australia and Globally 10%)
  • Education and career growth - opportunities to develop skills and enhance careers. (Australia 7%: Globally 9%)
  • Exciting work- creating jobs that are interesting, challenging and fun (Australia 6%: Globally 7%)

Article: 'HR strategy on Target" in Human Capital Magazine Issue 9:12, pp. 15- 21.

2. Asking good coaching questions

Promoting constructive conversations is an important skill in leading and managing staff. In a recent article on improving the performance of employees, Norah Breekveldt proposes some excellent questions to facilitate personal and professional growth. They are:

  • What things have you been doing that you are especially proud of?
  • Are there some things you would like to have accomplished but were unable to?
  • What do you think lay behind this? and what might you do differently next time?
  •  What do you need from me or the organisation in order for you to achieve your goals?
  • In which areas would you like to develop your skills and expertise?
  • How can I help?

Article: 'Hardwired for fight or flight' by Norah Breekveldt in HR Monthly, November 2011, pp.40-43.

3. The top trend in talent management

According to Dr John Sullivan, Professor at San Francisco State University mobile platforms will become the dominant communications and interaction medium by best-practice organisations in 2012. The use of smart phones and tablet devices will grow immensely. Smart device users could see all incoming e-mail, social messaging, text messaging, and voice and video messaging in a single place.

Tablets will become the virtual classroom, and an emerging class of tools will let employees manage almost every aspect of their professional life digitally. During 2012, talent management leaders need to invest heavily, supporting execution of talent management initiatives across mobile platforms.

To read about other trends visit: http://www.ere.net/2011/12/05/10-predictions-for-2012-the-top-trends-in-talent-management-and-recruiting/

4. Eight things Apple and Steve Jobs taught us

According to Simon Dell, the director of TwoCents Group, eight things can be learnt from the remarkable contribution of Apple and Steve Jobs to smarter, better business. They are:

  1. If it all goes wrong, don't give up. Apple did many things wrong.
  2. Improving on early innovations in the market place can lead to greater competitive advantage. Being first to the market place may not mean maximum returns.
  3. Protect and safeguard your intellectual property
  4. Learning something unexpected can lead to breakthrough thinking.
  5. Partnering and collaborating with the enemy may be the best decision you can make.
  6. Start in a niche area. Apple was born out of the design industry and its roots are still firmly there.
  7. Innovations come from the amalgamation of many small ideas which are then executed with vision.
  8. Sometimes, the enemy will defeat itself. All you need to do is be patient and things will unravel in your favour.

Reference: 'Eight things Apple and Steve Jobs taught us' by Simon Dell, in Marketing, December 2011/January 2012, pp. 64-65.

5. Favourite books of 2011

During 2011, I read many books that assisted my understanding of how to be smarter about managing change and making progress on complex challenges. My personal highlights were:

  1. 'Immunity to change' by Robert Kegan and Lisa Lashow Lahey.
  2. 'Flourish: A visionary new understanding of happiness and wellbeing" by Martin Seligman
  3. 'The practice  of adaptive leadership' by Ronald Heifetz, Alexander Grashow and Martin Linsky

The Logistics Of Natural Disaster Recovery

5 – 7 MARCH 2012. Wellington & then Christchurh

CALLING ALL CEOs, LOGISTICIANS, GOVERNMENT REPRESENTATIVES AND DISASTER PLANNING STAFF, PUBLIC AND PRIVATE SECTORS

Come and hear what worked well, and what didn’t work so well. Learn from the experts who bore the brunt of the work during the two natural disasters – the Queensland Floods and the Christchurch Earthquakes. You cannot afford to miss this important event.

Visit specific sites in and around Christchurch on Wednesday 7 March, infrastructure and services that were vital to the recovery efforts. If you can only afford to spend one day, we have a specific package for Christchurch, and you can join us there.

Those who register for the full conference, including the day in Christchurch, will be transported from Wellington to Christchurch and back by air at no extra cost over the full registration fee. We have 171 seats on the aircraft, so be quick to book and secure your place. If you are coming to Wellington by air, you can make your onwards plans from Christchurch at the end of the conference if you wish.

NZIM Southern

Events

Southern Learning and Development CoursesCourses

Christchurch

Dunedin

Invercargill

NZIM Qualifications

  1. ESCO - personal discovery. Duration: 1 Week - Residential. Starts: 12 May. This programme of self-discovery is designed to enhance the individual’s effectiveness as a leader, mentor and innovator in the workplace. Delegates participate in a number of case studies that weave together management principles and their application.
  2. Advanced Management Programme. Duration: 2 x 2 weeks - Residential. Starts 10 June. The AMP takes a holistic view of leadership, offering participants the invaluable opportunity to set time aside and consider the foundation on which they base their leadership and management skills. This is a rare opportunity to immerse yourself in a communal environment where you and fellow participants spend quality time with an international faculty exploring individual and organisational excellence.
  3. Excellence in Management . Duration: 1 Week - Residential. Starts 23 June. Designed for mid management, production managers, line managers in operational roles, general managers who have not had broad exposure to modern management methods, and those moving into general management roles.

Customised Training

NZIM Southern's Training and Development Consultants are available to tailor education, training, advice and support to best meet the needs of your business. They are able to provide training needs analysis, executive coaching and advice on organisational effectiveness and transformation.

Course Calendar. Courses for the next six months in all our regions.

NZIM Learning & Development (Otago/Southland)Learning and Development Southland & Otago

February's Training Courses

 

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