Alan Matthews

B.Ed, M.Ed, Dip.RSA, Certified Coach

Free

Management and Leadership Expert

Alan Matthews

Alan Matthews Quick Facts

Main Areas
Management and Leadership
Career Focus
Trainer, Coach, Speaker

What do I know about management and leadership?

Through several careers, I spent years struggling with the day to day challenges of being a manager and leader -trying to get people to do what I wanted, motivating and encouraging them, giving them a shove when they needed it, sorting out disputes and grievances, getting teams to work together.

I made a few mistakes along the way. There's a lot they don't tell you when you become a manager!

I worked for some excellent managers - and for a lot more poor ones. I learned from all of them and now I use that experience to train and coach people to become successful leaders themselves. I have a mission to help develop effective, ethical management practices in as many organisations as possible. There's far too much poor management out there and too many people spending their working lives unhappy and unfulfilled.

Part of my strength as a trainer and coach comes from my understanding that managing other people is a messy business. There are no clear answers, no templates, no guarantees. But some things tend to work better than others and successful leaders tend to have certain characteristics and qualities. You can learn and develop these - great leaders aren't just born that way.

What's my background? I live in Solihull in the UK. I started as a school teacher, working with 4 - 8 year olds, then I changed careers and became a Tax Inspector ( we all make mistakes ) - my first taste of being in management. Then I became a Tax Consultant with Deloitte and became a Senior Manager, then moved into training and ran their technical programmes in Corporate Tax and travelled the country giving talks on Tax Law. Eventually I moved into skills training and was responsible for developing and delivering management training programmes throughout the UK.

I left in 2003 and set up my own training and coaching business. I trained as a coach with the European Coaching Foundation and qualfied with Distinction.

I've written lots of articles, booklets, reports and white papers - you'll find some of them here or you can go to my website at http://www.manageleadsucceed.com and, while you're there, get a free copy of The Book Of 100 Management Tips.

I'm married, I love playing the guitar, walking, cooking, films. theatre, football ( that's soccer if you're from the US ).

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I came across this list recently which was apparently put together by Graham Pitts, who was training operations manager at W. H. Smith. He and some colleagues identified 8 " elements of disempowering leadership ". In other words, these are rnthings which leaders do which make their teams weaker and less productive. See what you think, do you agree with these? If so, can you see how you can avoid these and do the opposite - to empower and inspire the people who work for you?

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Here are two simple facts of life: 1. People make mistakes 2. Things go wrong If you manage a team and you don't think they're making mistakes and you don't think anything is going wrong, you're deluding yourself. They're just not telling you. In any significant job, project or task, things are going to go wrong, problems are going to arise. They may be things which could have been anticipated or they may be completely out of the blue, unexpected snags which no-one could have foreseen. Of course, you hope to minimise these things, but they will happen.

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1. Be motivated yourself ( or, at least, look motivated ). Don't go around moaning and complaining, set an example to others by taking a positive and energetic approach to whatever you do. 2. Praise people at every opportunity. Look for reasons to tell them how well they're doing. 3. Take time to talk to people - and listen to them. Pay them some attention. 4. Help people to develop. If you can't spend money on training, then coach them yourself ( it costs nothing but a little of your time ).

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One of the things I would say is important as a leader is to be open and honest with your team. The honesty bit probably isn't too controversial - after all, most leaders don't set out to be dishonest, manipulative or deceitful ( with some notable exceptions ). But what about the openness? What exactly does that mean? The problem with being open is - how far does it go? Do I really mean that you should tell your team everything? Are there any things which it would be legitimate to keep from them? Well, yes, there are things which you should be prepared to keep to yourself.

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Have you set yourself goals at work for this year? If you haven’t, go away and set some and then come back and read this. Done it? Good. Now read on to see whether you’ve set the right sort of goals or whether you might be selling yourself short… What’s the point of setting goals at work? Well, it helps you to focus, to plan and to motivate yourself. If you’re clear about what you want to achieve, you can work out a strategy to make it happen. If you leave things vague, you’re far less likely to take the actions necessary to succeed.

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1. Take regular breaks. Some people seem to take pride in the fact that they never have a break. " Lunch is for wimps " as Michael Douglas said in Wall Street. I think these people are just plain wrong. Even a short break helps you to re-energise, relax and refocus. Without a break, you may think you're working hard but you're getting diminishing returns. You're slowing down and working less efficiently. 2. Take some exercise.

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I noticed in the papers that one of our local football teams, Aston Villa, had taken their players on a " team bonding day " which resulted in several of them having to be pulled apart during a drunken brawl following a paint - balling session. I must admit it made me smile - I've seen so many of these team events go wrong ( though not quite as spectacularly as this ). Take a group of people who don't like each other, give them alcohol and weapons - what could go wrong? It raises the question of what makes a team. Of course, there are lots of answers, including - • a common goalr

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One of the main issues for managers is how much, and what, to delegate. Most managers don’t delegate enough. The advantages of delegation are: • it is essential if you’re to be effective and to manage your time well, your job as a manager is to get things done, not do everything yourself • it is essential for developing staff and giving them relevant experience • it is commercially necessary for work to be done at the right level.

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Back in 1990 I joined a world – wide professional services firm in the UK. It was my first step into the private sector ( I'd previously worked in Education, then the Civil Service ) and it seemed a bit of a risky move. But then I thought, this is a huge international firm, it must be quite a safe environment. Anyway, within a couple of years, we had a recession and there were cutbacks, redundancies and uncertainty amongst the people who worked there.

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Not long after I'd taken over leading a small team in a previous role, I chaired one of our regular briefing meetings. At one point, I remember sitting there while two members of the team were arguing with each other and another one was having a go at me about something I'd just said which she took exception to. I remember thinking, " What the ( heck ) is going on here? "

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Contacting Alan Matthews

Website: http://www.manageleadsucceed.com

email: alan@manageleadsucceed.com

Phone: +44 (0)1564 770436

Mobile: 07527 304109