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Why does coaching work?

Our answer to this is "because clients want it to". It's a collaboration between coach and client. The client already knows what he or she wants, the coach helps to accelerate that process. Coaching works because the client provides the desire and the motivation, the coach provides the guidance and the specific change tools.

A coach also has a very different perspective than the client, helping the client to grow beyond their own self imposed boundaries. Think of any goal you could set yourself, or any standard you could benchmark yourself against. The problem is that you only know what you know, and you can only see as far as your own horizons.

When we set goals for ourselves, they are invariably constrained by our fears - fear of failure, of success, of risk or even of change itself. We protect ourselves from these dangers by staying within our comfort zone.

No doubt you have experienced being pushed close to the edge, and feeling the discomfort and concern that this brings. Sometimes we get pushed outside of our comfort zone altogether. When this happens in a stressful way, our fears are strengthened and we learn that it's even more important to stay safe and not to change anything.

When this happens in a safe and supportive environment, we learn that our fears are not protecting us - they are hindering our own growth. We learn to push beyond our doubts and grow, to become what we aspire to. This is the area where a coach works - providing the safe and supportive environment that enables you to really grow.

Is coaching new?

Coaching is seen by some people as the 'latest thing' in development. In fact, there have always been coaches, they just haven't been formally recognized as a body of professionals until relatively recently. In the past, people like consultants, mentors, managers and friends influenced you and helped you to solve problems and plan for the future. By working with a coach, you are accessing a specific and powerful skill set that you can use to make changes and develop yourself in the way you want to.

Outstanding managers and colleagues have always coached the people around them. In organizations today, it's more common to find managers having to manage upwards and having little time to support the people in their teams. A professional coach can therefore play a key role in the development of that team, bridging the gap between expectation and performance in exactly the same way that the coach of a sports team does. 

Whether you're an individual or a company, we can surprise you with the results you're able to achieve. easily and quickly.

Coaching works because it is personal, often intensive and builds upon and refines an individual's existing skills and talents. Ultimately, the only way to really know what a difference it will make for you is to get in touch and find out for yourself.

Make the most of your people.
 

ISO9000? IiP? EN29001? BiT? ISO14001? OHSAS18001? QSR? GMP? FMEA? V&V? 21 CFR 11? IEC801? CISPR16?

You can measure and test almost anything you like. The real test is whether it makes a difference to the way you do things.

We have seen a wide range of organizations where the processes were right, the certifications were there, but the reality was poor performance, low quality, and disfunctional teams. We have also seen a wide range of organizations which had no systems and no procedures but who made fantastic progress and amazing gains. The difference was in the people.

Wouldn't you like to have the best of both worlds?

A world beating system and a fully functioning, cohesive, dynamic, enthusiastic and fully directed team of people?

The difference between success and failure is easily achieved but often overlooked - our mindsets and patterns of behavior get so locked into "the way we do things round here" we forget to ask the simple question "what would happen if we simply stopped doing what we did?"


If the answer is "our competitors would step into the gap", then they already have - because you are offering nothing unique. If the answer is "Nothing" then you may wonder what value you add by doing what you do.

A & A Education can help you create an organization full of people who make a difference. Who do something so unique, only you can do it. And who give you the path to real success.

For a tailored solution to your corporate needs,
contact us now.

Developing Expertise
 

Sometimes you know exactly what you need to develop your business - but you haven't got the skills you need yet soon you will discover how easy it is to acquire them with A & A Education.

 A & A Education will help - but not in the traditional way.  Whilst we do have  access to a range of subject specialists ready to help you grow your business into new areas, our approach is to embed those skills into your business.
 

Some 'consultants' encourage a dependency culture--making you reliant on their ongoing support.

They will sell you a solution that makes you reliant on going back to them again, and again, and again. They make your business success dependent on opening your cheque-book and paying repeat fees.

 A & A Education encourages an independency culture--helping you to create your own future.

We, like you, want to embed skills into your company - giving YOU control and enabling YOU to run YOUR business in future.

Skills we bring to your business include:

  • Leadership and management
  • Marketing and sales
  • Media relations
  • Business development
  • Change management
  • Cross-cultural communications
  • Internal communications
  • Presentation skills
  • Public relations
  • Team building
  • Training and development
  • and much more

If you need something not listed here - just ask. We probably know someone who can help, and who adopts the same approach we do towards helping you develop your business.

 

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Joseph Neubauer:  Five Pilars for Leading the Client-Focused Organization

What's the secret for building enduring client relationships? How do you make these relationships the cornerstone of your company’s reputation in the eyes of employees and investors as well as clients? And how do you avoid being overtaken and marginalized by shifting competitive forces to consistently offer superior value to clients? During 20 years as a chief executive, my answer to these questions has never been so simple or emphatic as it is today. It consists of five precepts or pillars: Surround yourself with good people. Invest in them. Listen to them. Align culture and mission. And keep your commitments. More...

 

 

John P. Kotter:  Winning at Change

No organization today -- large or small, local or global -- is immune to change. To cope with new technological, competitive, and demographic forces, leaders in every sector have sought to fundamentally alter the way their organizations do business. These change efforts have paraded under many banners -- total quality management, reengineering, restructuring, mergers and acquisitions, turnarounds.

Yet according to most assessments, few of these efforts accomplish their goals. Fewer than 15 of the 100 or more companies I have studied have successfully transformed themselves. The particulars of every case vary, but I have found that the change process involves eight critical stages. Mismanaging any one of these steps can undermine an otherwise well conceived vision, but four mistakes in particular are the source of most failures.  More...

Managing Knowledge Means Managing Oneself     by Peter F. Drucker

In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time -- literally -- substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And society is totally unprepared for it. More..

 

Henry Mintzberg: Managing Quietly

Quiet management is about thoughtfulness rooted in experience. Words like wisdom, trust, dedication, and judgment apply. Leadership works because it is legitimate, meaning that it is an integral part of the organization and so has the respect of everyone there. Tomorrow is appreciated because yesterday is honored. That makes today a pleasure.

Indeed, the best managing of all may well be silent. That way people can say, "We did it ourselves." Because we did.  More...

 

John Kotter: The Power of Feelings

An Interview with John P. Kotter.

All through our lives we have been taught to over-rely on what you might call the memo approach -- the 19 logical reasons to change -- and we've under-relied on what Dan Cohen and I found is much more effective, which is presenting something that is emotionally compelling. People change their behavior when they are motivated to do so, and that happens when you speak to their feelings. Nineteen logical reasons don't necessarily do it. You need something, often visual, that helps produce the emotions that motivate people to move more than one inch to the left or one inch to the right. Great leaders are brilliant at this. They tell the kind of stories that create pictures in your mind and have emotional impact. Imagine, someone once told me, if Martin Luther King Jr. had stood up there in front of the Lincoln Memorial and said, "I have a business strategy." King didn't do that. He said, "I have a dream," and he showed us what his dream was, his picture of the future. You get people to change less by giving them an analysis that changes their thinking than by showing them something that affects their feelings. More...

Charles Handy: Elephants and Fleas: Is Your Organization Prepared for Change?

CEOs are not naturally inclined to look to Chairman Mao for inspiration, but Mao's insistence on the need for constant reinvention is something they need to contemplate, albeit without Mao's ruthless methods, if their organizations are going to survive in a turbulent and changing world. Reinvention, however, is easier to call for than to accomplish. For one thing, it is subject to the dilemmas of the Sigmoid Curves. More...

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