Tom Richards, Bid Co-ordinator at Sharpsmart UK gives his perspective on the event and the impact it has had.
In July 2018 I attended a Mindset of Tendering training session which was advertised to enable attendees to approach tenders with a winning mindset. This was done by analysing my approach to tenders, utilising a Mindsonar assessment tool, which assessed and mapped my results, against that of a successful tendering professional.
This highlighted to me not only where my shortfalls were in my confidence, but also where improvements could be made in my approach, the way that I perceive the importance of different stages and stakeholder commitment/engagement within the tendering process.
I have since, gone away and analysed the findings for myself, which has further benefited me significantly and allowed me to strengthen my skill set with instant impact. I have certainly seen positive results, not only in the work that I have completed but also in my approach to the process and the people around me.
I found Ian who ran the session to be very interactive and knowledgeable.
We broke up my Mindsonar test results in detail and then they were explained to me thoroughly. Following this, I was provided with coaching for my shortfalls and given a detailed explanation of why this would benefit me as an individual.
I would highly recommend this course to any tendering professional who would like to understand and invest in themselves to encourage successful working and to ultimately win contracts.
After all that is, why we do what we do.
Thank you, Ian, for your comprehensive support and guidance.
What is the Mindset of tendering about?
The mindset of tendering is a 1-day programme based on the practicalities of searching, preparing and writing a bid and understanding the mindset of a successful bid writer Steve O’Hare. Steve, over the last 8 years has won contracts of all sizes through tender activity, with over £360m of new business secured.
As part of the practicalities of bid writing, you will undertake a cutting-edge web-based tool called Mindsonar® that measures how you think in a specific situation, that situation will be writing tender bids. By understanding your unique thinking style, strengths and blind spots, together with the practicalities of tendering you will leave the programme with the same skills and mindset as Steve.
Do you want to join the next course; run Monthly https://www.eventbrite.co.uk/o/sclo-and-workforce-solutions-group-17248130631
Would you like to become a Mindsonar Professional? https://www.workforcesolutions/events/
Following my work with Label Apeel, I reviewed and refined the steps when using profiling tools to recruit to a specific post.
The steps are simple but necessary, so one is thoroughly prepared to get the right candidates and turn off the wrong candidates.
The added benefit of being a LAB profiler and MindSonar professional is you can also deliver development for the company at the same time, at little or no extra cost.
#DHL #KFCcrisis #Meta-programmes #Mindsonar #LABprofile #workforcedevelopment #coaching
I was fascinated with the issues that came home to roost recently between KFC and DHL in the failure to supply chicken to the former’s raft of fast-food restaurants across the UK.
As a workforce development coach and facilitator, I work with individuals and teams to improve performance using Mindsonarâ as well as Language and Behaviour Profilingâ. These two powerful psychological tools identify thinking and motivation styles (known as meta-programmes) and one’s values? The philosophy behind the tools are no single thinking style is good or bad, but some are more helpful than others, depending on the context.
I have applied the meta-programmes to this situation and this is my view only, I suspect that it may not be far from reality having listened and read various news snippets.
The DHL senior team are highly motivated to achieve and in metaprogramme terms, they are: Pro-active, Towards, Internal, Options, Future and Matching.
But what does this mean?
They are motivated and talk about the future goals they want to achieve. They can see where they want to go and have a ‘big picture’ view of how to achieve it. They know and trust their own beliefs and approaches, and do not feel the need to seek other views, as they are right. They probably see and create many possibilities, jumping into action with both feet. They move forward at pace, potentially not noticing any pitfalls. Finally, they are also able to see the relationship between the collective thoughts and what will work – in other words, they are highly optimistic.
On first glance, this is great. Metaphorically, they are the ones who will go out and bring the chicken home! Exactly what you want when looking at new opportunities and expanding the business. However, and it is a big ‘however’, at some point, a team needs to switch the thinking style to ensure they don’t count all their chickens until they have been delivered.
To balance this great creative profile, they should have harnessed the following thinking styles:
Reactive, Away From, Matching, Procedures, External, Specific and Present and Past.
What does this mean?
They should have looked before leaping, taken a step back and reflected on all of the possibilities with a level of detail, going over the specifics to identify potential mistakes and actual miscalculations. They would have been better to listen to those working in the present environment while seeking opinions on the past to identify previous pitfalls.
Going out to the team on the shop floor and listening to those beyond the management team would have helped them to challenge their assumptions and allowed the creation of necessary steps to prevent or minimise errors.
Sounds sensible when you think about it? So why did this important contract start to fall apart?
I suspect these are the reasons:
- Teams, do not easily or want to recognise their blind spots
- The team winning the contract all think alike and have similar profiles to each other
- Potential distrust of people with a different thinking style – viewing them as saboteurs or moaners
- A lack of clear communication between the whole team
- A divide between values and culture of those in strategy and those in operation.
It is likely these errors will have been made before, possibly not of this magnitude, but the organisational memory will have been discounted over the creative possibilities and pursuit of progress.
Being cooped up in one style of thinking and unaware of one’s blind spots will leave egg on our faces. Where possible, we should harness the whole workforce.
Harnessing the strengths and recognising blind spots, refreshing the company values and teams while addressing organisational culture may have avoided this costly mishap.
I am sure DHL will now break some eggs when cooking their next omelette! If not, then they may well be out-foxed!
Look out for my next article on values and culture – Oxfam.
Director of Workforce Solutions and Head of Mindsonar UK
Knowing How You Think As An Appraiser
Ever wondered why numbers of your workforce don’t get the best out of the appraisal cycle and see it as a process to get signed off? I have always believed it is an essential additive that powers your business. I don’t mean solely for business development but as a therapy in health and wellbeing and retention of staff. Get it right and the workforce delivers the business.
Yesterday I ran a skills workshop for appraisers and over lunch, the appraisers undertook the Mindsonar profile in the context of ‘delivering appraisals.’ Not something I usually do, but I became curious after talking about the skills needed and how their thinking styles may affect their approach to appraisals.
As a Mindsonar coach, here are a few areas I was able to identify; key strengths and blind spots:
- Listening with intent
- Identify potential mistakes in setting objectives
- Knowing when to let others take control and when to let go of things beyond our control
- Keeping focused the on the person and not the paperwork
What is interesting is we cover all this in the programme, but when you can identify a participant’s blind spots and strengths, they can make a massive shift in what they do.
Facilitating a workshop powered by Mindsonar gives skills-based programmes so much more influence and return on investment.