4 handy tips for great teachers and presenters

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Truly impactful communication takes place when you are delivering the same message with all of your communication systems – your words, your voice, your eyes, your hands, your breathing, your body posture, your movement and every thought that you have.
You can spend a lot of time trying to remember all of these different activities, or you can do it the easy way. In the following lines Peter Freeth will give you a few handy tips that you can put into practice when aiming at really reaching your audience.

1. Believing what you are saying
The easy way to be ‘congruent’ is to start by believing what you are saying. If your conscious and unconscious minds agree, you will send the same message through all of your communication systems. You don’t have to remember all that body language stuff you read about years ago. It will all happen naturally and thereby be far more convincing.
If you’ve ever stood there, speaking to a group and not really wanting to be there, do you think it’s enough to just say the words? No! They can tell! Audiences, like dogs, can smell fear.

2. What do you want?
It’s very important that you are very, very clear about what it is that you want. In order to set your brain up to automatically achieve your goals for you, your goals must conform to certain rules.
It’s just like making sure that a computer program conforms to the syntax of the programming language. If it doesn’t, it might still run but the results may be unexpected. Remember to use this both for your own goals as well as for setting goals for your learners.
Here are the rules for “well-formed outcomes”:

• Positive – as something you want, rather than something you don’t want.

• Under your control. It is no use having a goal like “to get promoted” because that is probably not entirely under your control. A better goal would be “to do everything that I can possibly do to position myself for my promotion”.

• Real and represented in your senses. It is not enough to say that you aim “to successfully complete” something. What does successful completion look, sound and feel like? Lets say your aim is to write a training course manual. How will you know when it’s finished? Will you see it, sitting printed and bound on your desk? Will you pick it up and feel its weight, or flick through the pages? Everything that you ‘know’ is a sensory experience, stored in your memory. To easily achieve a goal, you must have a specific and direct sensory test for it.

• Ecological – You must not lose anything as a result of achieving this goal, otherwise you will sabotage your own attempts. This often happens when people try to give up smoking. When you have adapted your goal to meet these criteria, you can test it using this simple set of four questions, which check the goal logically (as in real logic, not just common sense). Ask yourself each question and wait until you get an answer.

You can write your answers down if it helps:

• If I achieve this, what will I gain?

• If I achieve this, what will I lose?

• If I don’t achieve this, what will I gain?

• If I don’t achieve this, what will I lose?

And finally, pay really close attention to any feelings that you get as you ask yourself this last question:

• If I were offered this right now, would I take it?

If there is anything that you haven’t considered, or if any part of you would object to this goal, you will get a definite reaction to that question.

3. Have a dream
When are you at your most confident? Is it when you try something new, or when you do something you know you can do easily? First, remember four or five specific times when you used skills or abilities that you value highly and that you want to have easy access to.
Allow yourself to daydream into those memories. See everything that you saw, hear everything that you heard and feel everything that you felt – both touch and emotions. Take some time to remember the whole event in as much detail as you can.
Now run the whole event again from a different point of view. If you were talking to someone, watch the event from over their shoulder. Notice how you look, your facial expressions, notice your tone of voice. Watch the event again from other points in the room. Make a mental note of anything new you learn whilst running through these memories.
Next, do the same exercise again but this time daydream into the future. Think about how the room will look, the people, the sound of your voice. See things both as yourself and also from the audience’s chair. Notice how confident you look and sound. Take as long as you need to fully imagine the whole experience. See the audience nodding and smiling.
Repeat this a couple of times so that it becomes very easy to imagine. Run through this new ‘memory’ whenever you get a quiet moment. Imagine everything going well. If anything gets in your way, you are able to easily overcome it.

4. Anchors away!
You can also set yourself up a number of anchors to trigger particular states. The more you use them, the stronger they become. You could have one for each different emotional state that will be of use to you, and anchor each one on a different finger, with a different word or with a different colour.
You can see that these are different ideas for applying anchors to useful states, and here are some other ideas for anchors:

• A word

• A voice tone

• A physical item on your desk

• Something on the dashboard of your car

• Something that you see every morning

• A person’s name

• A physical movement or touch

• A piece of music

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Fundamental Facts about Business Models

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I am sure you’ve heard the term business model before. But can you honestly say you know what exactly it is about? In short: a business model is a sustainable way of doing business. Here sustainability stresses the ambition to survive over time and create a successful, perhaps even profitable, entity in the long run.
The field of business models is gaining more and more importance. It is, for example, becoming a core management discipline alongside accounting, finance, organization etc. and we soon expect to see teaching modules on business models entering leading Masters and MBA programmes. This is just one of the reasons why we’ll take a closer look at what a business model is all about.

(One possible) verbal definition of a business model
A business model describes the coherence in the strategic choices which facilitates the handling of the processes and relations which create value on both the operational, tactical and strategic levels in the organization. The business model is therefore the platform which connects resources, processes and the supply of a service which results in the fact that the company is profitable in the long term.

Ryanair as an example of a business model
One of the best examples of a business model that has changed an existing industry is Ryanair, which has essentially restructured the business model of the airline industry. As the air transport markets have matured, incumbent companies that have developed sophisticated and complex business models now face tremendous pressure to find less costly approaches that meet broad customer needs with minimal complexity in products and processes. While the generic strategy of Ryanair can be denoted as a low-price strategy, this does not render much insight into the business model of the company.
The low-cost option is per se open to all existing airlines, and many already compete alongside Ryanair on price. However, Ryanair was among the first airline companies to mold its business platform to create a sustainable low-price business. It is the “no-service business model”. In fact, the business model is so well thought through that even the arrogance and attitude of the top management matches the rest of the business. But they can make money in an industry that has been under pressure for almost a decade, and for this they deserve recognition. Ryanair’s business model narrative is the story of a novel flying experience – irrespective of the attitude of the customer after the ordeal.

The 6 parameters that make up a business model
In 2002 Chesbrough & Rosenbloom tried to corner the important aspects to be considered in order to comprehensively describe the business model of a company.
They define six elements which make up the business model:

1. Articulate the value proposition, that is, the value created for users by the offering based on the technology

2. Identify a market segment, that is, the users to whom the technology is useful and for what purpose

3. Define the structure of the value chain within the firm required to create and distribute the offering

4. Estimate the cost structure and profit potential of producing the offering, given the value proposition and value chain structure chosen

5. Describe the position of the firm within the value network linking suppliers and customers, including identification of potential complementors and competitors

6. Formulate the competitive strategy by which the innovating firm will gain and hold advantage over rivals

Great business models start with the right questions
In order to start working with clarifying the business model of a company or an organization, one can start off by asking questions such as:

• Which value creation proposition are we trying to sell to our customers and the users of our products?

• Which connections are we trying to optimize through the value creation of the company?

• In which way is the product/service of the company unique in comparison to those of major competitors?

• Are there any critical connections between the different phases of value creation undertaken?

• Can we describe the activities that we set in motion in order to become better at what we do?

• Which resources, systems and competences must we attain in order to be able to mobilize our strategy?

• What do we do in relation to ensuring access to and developing the necessary competences?

• Which risks can undermine the success of the chosen Business Model?

• What can we do to control and minimize these?

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Self-employment tips: What it takes to be an independent contractor

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 There are many reasons why someone wants to be self-employed and be his own boss. Perhaps you see it as a primary or secondary source of income. You may want to pass your experience, information, craft or knowledge on to others. Some people aren’t in it for the money but merely wish to do good to others, or want to do something useful after retirement. Whatever your reason, your expertise or your drive, there will always be a demand for independent contractors.
An independent contractor can be a consultant providing services, a skilled craftsman, an artist, a developer or a designer, a manufacturer producing goods, etc. All offer different types of services. What they have in common is that they work for more than one client outside of an employer-employee relationship, and do so on their own behalf.
But how to survive as an independent contractor? This article will help you find answers to this question.
How to survive “doing it all by yourself”
As an independent contractor, being a small business working on the basis of personal relationships, survival begins with integrity. Ethical behaviour is essential. Further, due to the fact that you are “doing it all by yourself”, you must work efficiently. Adequate time management will prevent you from running around achieving nothing. Next, there are several general tips that can make life a lot easier.

How to work effectively as an independent contractor

• In any stage, be prepared for the worst situation. Think of the most difficult task you can face in a project, the reasons for rejection of an offer, or withholding of payment. Thus, if something comes up you are prepared to reason, rather than a coming up with a defensive response.

• Avoid taking sides. Often, you are hired to provide an objective view or solution. Taking sides defeats the purpose and, as those sides are by nature often personal, will not result in finding a structure or policy to work with.

• Use lists: to-do lists, priority lists, lists with targets at the end of a period, follow-up lists and reasons for that follow-up. Don’t spend too much time making and formatting such lists; rather, spend a Monday morning to strategise the rest of the week and jot the priorities down. If anything comes up during the week you can add it. Don’t let the lists become a goal onto themselves. If in doubt, adjust.

• No matter how perfect you are, you will face a learning curve. Start small so that your mistakes are small and you can handle them well. Admit mistakes and correct them (at your own expense and within the promised time frame).

• Continue your marketing efforts even if you are very busy. Marketing pays off only after a while. If you neglect your marketing efforts now you will feel the pinch one year down the line. If you pick it up then the results will only follow a few months later. In the mean time you will have lost income.

• Try making arrangements with your creditors and stick to the agreement. Your credibility is at stake; whenever you face a similar situation you will find vendors less prepared to work something out if they experienced that they could not rely on you earlier.

• Organise your work environment to avoid distractions. The tools you rely on should be properly maintained; nothing is worse than your printer being out of ink on Sunday night when you have to submit your report on Monday morning. Set priorities according to your efficacy. You know whether you are a morning person or an evening person. Work accordingly on priority issues or tasks that require focus.

• Set time limits. Not posing time limit means going over time. Keep deadlines reasonable and meet them. Basta. Don’t fight red tape but learn how to operate within set procedures.

• Do not discount your rates if it is not asked for. You are worth what you cost. Discounting voluntarily is not credible and sounds desperate. If you need to discount because a client asks you to, offer less goods or services in return.

• Whether a job is big or small, there is no difference as to quality. Keep in touch after the assignment or project is over. There may be new work down the line.

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