John Nguyen's Free Resources Page
Professional coaching is an interactive process that helps individuals and organizations improve their performances and achieve extraordinary results. Professional coaches work with clients in all areas including business, career, finances, health and relationships. As a result of professional coaching, clients set better goals, take more action, make better decisions, and more fully use their natural strengths.
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Lighthouse Leadership continuously updates this site to serve you as a web gateway, or access point, to a broad array of resources about coaching and related Oil and Gas industry Articles, Case Studies, Journals, Reports and practical Tools.
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Fri, Jan 13 2012 03:08
2012 Work Resolutions
As the new year begins with an election year, uncertainty in Europe, consumer confidence flat and unemployement floating at 9%, and major organizations existing and planning another reorganization.
How we see work influence how we see ourself as a worker. For one employee, for the last 12 months she has been searching for a new internal role since her old role was eleminated through reorganizations at her company. It is possible to choose to be a great worker, but most people need some guidance or motivation. Below are some ideas to help you optimize your performance at work:
Take Matters Into Your Own Hands: Take initiative and always think, “What can I do that is not part of my job responsibility?"
Focus on the Job You Have: Understand your organization, your role in it, and the vision of your boss and peers.
Create a Robust Goal and Performance Contract: Make formal or informal agreements to create shared vision about what you are planning to achieve, why and how.
Know and Build on Your Strengths: Align your work with your talents without sacrificing important priorities.
Personnal Development: Seek feedback and invest in professional development to increase your skill sets.
You may have a New Year's resolution to lose weight or be happier. How about having a resolution to excel in your job and optimize your time in the office. I know you can do it because I believe in you.
John Nguyen
Comments
Fri, Oct 28 2011 04:03
What Motivates People in the Workplace?
Recently, an employee who has invested over 10 years with an international oil company went through a reorganization. She got mapped from a well liked, hands off, caring manager to an insecure, micro managing, plays favorite who does not "walk the talk". Her energy went from 110% to nil. She still works hard, because of her work ethics, and values. However, working for this new manager is like looking forward to a flu shot everyday.
Most of us know that employees do not quit because of the company, but mostly because of their direct managers. Having an above average manager makes the difference for the employee. Having an exceptional manager that is keen to his Emotional Intelligence (i.e. empathy, flexibility, stress tolerance) makes the difference to the company. Because the manager can motivate the employees to go beyond their job responsibilities. Below is a Dale Carnegie survey collected in 1990s that is still valid today, even with the various generations at work.
See below for the results between what managers and employees rate as important in the work place. Use this information to verify what motivates your staff and transform yourself from an average manager to an exceptional one.
Rank from 1 to 10 the following factors. (1 being Most and 10 being Least)
Factors | Carnegie Survey Collection Across | |
Survey results from managers. | Survey results from workers. | |
Appreciation for good work | 8 | 1 |
Possibility for promotion | 3 | 7 |
Feeling “in” on things | 10 | 2 |
Job security | 2 | 4 |
Help with personal problems | 9 | 3 |
Good wages | 1 | 5 |
Interesting work | 5 | 6 |
Loyalty of management to workers | 6 | 8 |
Tactful discipline | 7 | 10 |
Good working conditions | 4 | 9 |
Result of Petro Canada's high EI Organization
Sat, Oct 8 2011 08:11
An emotionally intelligent organization needs to come to terms with any disparities between the values it proclaims and those it lives. Clarity about an organization’s values, spirit and mission leads to a decisive self-confidence in corporate decision-making. An organizational mission statement serves an emotional function: articulating the shared sense of goodness that allows us to feel what we do together is worthwhile. Working for a company that measures its success in the most meaningful ways — not just the bottom line — is itself a morale and energy raiser.
Managing Emotions Well
One largely ignored pulse of an organization’s viability can be read in the typical emotional states of those who work there. Sounding the depths of emotional currents in an organization can have concrete benefits. Consider a gas plant division at Petro Canada, the country’s largest oil and gas refining company. “Guys in the gas plants were having a wave of accidents, some fatal,” said a consultant who was called in to help. “I found that in the macho culture of the petrochemical industry, guys never acknowledged their feelings. If someone came to work hung over, preoccupied over a sick child or upset by a spat with his wife, his workmates would never ask how he was doing that day or if he was OK enough to be sharp on the job. The result would be that the guy would be inattentive and cause an accident.” With this basic insight into the human cost of ignoring emotions on the job, the company initiated a series of workshops for crews “to get them to see that how they are feeling has consequences — that this matters. They saw that they had to look out for each other, and they were doing themselves and everyone else a favor if they checked in about how they were doing. If someone was off that day, they needed to say to him, ‘I don’t think I can work with you today.’ And their safety record improved.”
Exerpt from "Working with Emotional Intelligence" --Daniel Goldman
Wed, Sep 21 2011 06:30
Rain Making Conversations
Conversations make or break everything in sales. Every conversation you have is an opportunity to find new prospects, win new customers and increase sales. Rainmaking Conversations by sales training experts Mike Schultz and John Doerr provides a proven system for leading masterful sales conversations that fill the pipeline, secure new deals and maximize the potential of your accounts.
Rainmaking Conversations offers a research-based, field-tested selling approach that will help you master the art of the sales conversation. This proven system revolves around the acronym RAIN, which stands for Rapport, Aspirations and Afflictions, Impact and New Reality. With RAIN, you’ll learn how to ask your prospects and clients the right questions and help them set the agenda for success. Armed with the knowledge of the markets you serve, the common needs of prospects, and how your products and services can help, you can become a trusted adviser to your clients during and after the sale.
RAIN is an acronym for Rapport, Aspirations and Afflictions, Impact and New Reality. These are the core concepts you need to remember to lead a rainmaking conversation. In addition, the “A” and the “I” perform double duty, standing for Advocacy and Inquiry, and the “IN” will help you to remember to maximize your Influence. The RAIN acronym is also a nod to the fact that this process is focused on rainmakers — a common name for people who bring the most new clients and revenue into an organization.
Ten Rainmaker Principles
The top rainmakers share 10 common principles:
1. Play to win-win. Rainmakers respect and always try to satisfy the best interests of prospects and clients as well as their own (the win-win part). They are also extremely dedicated to becoming top performers (the play-to-win part), exhibiting the hustle, passion and intensity it takes to achieve what only the elite achieve.
2. Live by goals. Goals are a part of Rainmakers’ daily rituals.
3. Take action. Rainmakers realize that goals without actions don’t get you very far. While other people intend to take action and do more, rainmakers do it.
4. Think buying first, selling second. Rainmakers map their selling processes to the processes and psychology of buying.
5. Be a fluent expert. Rainmakers might not be technical experts in every area, but they know what they need to know in order to sell.
6. Create new conversations every day. Rainmakers always feed the front of their pipelines and improve their pipeline quality.
7. Lead masterful rainmaking conversations. Rainmakers lead masterful sales conversations, from prospecting to needs discovery to closing to account management.
8. Set the agenda; be a change agent. Rainmakers recommend, advise and assist. They are change agents who are not afraid to push when it’s in the best interest of the customer.
9. Be brave. It takes courage to rise to the occasion in sales. Rainmakers not only conquer their fears, they actively seek to win the most fruitful sales opportunities no matter how difficult the challenges may be.
10. Assess yourself, get feedback and improve continuously. Rainmakers are never afraid to learn the cold, hard truth about themselves. They use what they discover — the good and the bad — to learn, grow and change for the better. They never stop this cycle.
The authors: Mike Schultz is co-president of RAIN Group, and a world-renowned consultant and expert in sales training and performance improvement.
Top Leadership Behaviors
Sat, Sep 17 2011 08:27
Many of us are intrigued to know what are some admired leadership behaviors to successful leaders. Knowing these behaviors will help us become effective leaders quicker and give us insights to our gaps. Below are the top ten leadership behaviors in a 1993 poll. Though the result is dated, the outcome is still relevant today.
Take a look of the list below and ask yourself if you behave in these ways daily and often. If not, where are the gaps and create a plan to close them. Lighthouse Leadership Coaching focuses on leadership development for emerging leaders in the Oil and Gas industry. Call us for a free introductory coaching session.
- Honest
- Forward Looking
- Inspiring
- Competent
- Fair Minded
- Supportive
- Broad-minded
- Intelligent
- Straight forward
- Courageous
1993 U.S. Respondents % of People
How to Network: 12 tips for anyone who wants to succeed
Tue, Aug 23 2011 03:18
Networking is one of the most un-natural skill set for those who are shy, introverts, or simply do not like to meet strangers. However, networking is an important skill that everyone needs to know since networking is the first door you have to open to build relationships...and as you know or soon to realized…that relationship is the grease that help turns the gears in winning businesses, landing a job, or finding a great mechanic.
Below is a workshop presentation I presented at the Asian American Leadership Forum sponsored by the OCA - Greater Houston.
How to Network: 12 tips for anyone who wants to succeed
Tip 1: Wisdom of Dale Carnegie.
- Smile
- Ask Questions
- Listen
- Business Cards
- Say the person’s name
Tip 2: Start Small
· Seek out familiar faces
· Bring a family or friend
Tip 3: Ask for Introductions
- Fine a new buddy to introduce you to his buddies.
Tip 4: Be Yourself
- Be authentic
- Be humble
- Be caring
Tip 5: Tap into Your Passion
- What’s your passion
- Have a hobby?
- Ask about other’s passion/hobby.
Tip 6: Be Generous
- Be generous with praises, resource and information
Tip 7: Follow Up
- Make it a habit
- What’s your process?
Tip 8: Get Over Your Fear of Rejection
- What’s the worst case?
- You WON’T die from it.
- Over come your fear
- Find the courage in you
Tip 10: Stop Apologizing
- Networking is not an imposition
- You are as important as others
Tip 11: Elevator Speech
- Click for Video
- < 2 minutes
- Id problem with solution
- Succinct
- Easy to understand
- WIIFT
- Irrefutable
Tip 12: Just Do It!
Commit to:
- Do it…
- Do it right…
- Do it right NOW!
I hope this information is helpful in many ways. Please contact Lighthouse Leadership Coaching for more coaching information.
EQ in Vietnamese Language
Wed, Aug 17 2011 07:17
In March 2011 I was invited to visit Vietnam to teach a course on using Emotional Intelligence in the Work Place. In addition to the lecture, I was able to provide an EQ assessment in the local language. Below is the actual assessment. If this is useful to you and you need more information, please contact Lighthouse Leadership Coaching.
Chỉ Số Cảm Xúc
Trong mỗi câu hỏi dưới đây, tự đánh giá xem khả năng của bạn đến mức nào, theo thang điểm bên dưới. Trước khi trả lời hãy nghĩ đến những trường hợp thực tế mà bạn có thể biểu hiện khả năng đó.
Rất thấp Rất cao
1 2 3 4 5
Tôi có khả năng……
____ 1. Kết hợp những phản ứng của cơ thể với những cảm xúc khác nhau.
____ 2. Thư giãn trong những tình huống bị áp lực.
____ 3. Tự động viên trước một công việc.
____ 4. Biết được tác động của hành vi của mình đối với người khác.
____ 5. Đưa ra biện pháp tốt đẹp để giải quyết xung đột với người khác.
____ 6. Trấn tĩnh bản thân nhanh chóng khi nổi giận.
____ 7. Biết khi nào sắp sửa nổi giận.
____ 8. Tập hợp lại mau chóng sau khi bị thất bại.
____ 9. Nhận ra tình trạng khó khăn của người khác.
____ 10. Tạo ra sự đồng thuận với người khác.
____ 11. You know what census you are currently using.
____ 12. Dùng phương pháp “tự đối thoại” để thay đổi trạng thái cảm xúc.
____ 13. Tạo ra sự động viên tích cực khi làm một công việc hứng thú.
____ 14. Giúp người khác kiểm soát cảm xúc của họ.
____ 15. Giúp cho người khác có cảm giác thoải mái.
____ 16. Xác định được khi nào có sự thay đổi cảm xúc.
____ 17. Giữ được bình tĩnh khi trở thành đối tượng khiến cho người khác trở nên giận dữ.
____ 18. Chấm dứt hoặc thay đổi các tập quán xấu.
____ 19. Biểu lộ niềm thông cảm với người khác.
____ 20. Khuyên nhủ và nâng đỡ tình cảm đối với người khác khi cần.
____ 21. Biết khi nào chính mình đang ở trong tình trạng tự vệ.
____ 22. Biết khi nào đang nghĩ quẩn và chuyển hướng được những ý nghĩ này.
____ 23. Thực hành những gì đã nói.
____ 24. Nói chuyện thân mật với người khác.
____ 25. Nói một cách trung thực những cảm xúc của người khác cho họ biết.
Tính điểm:
Lãnh vực tự nhận thức: cộng điểm các câu 1, 6, 11, 16, và 21:___________________________________
Lãnh vực kiểm soát cảm xúc: cộng điểm các câu 2, 7, 12, 17, và 22:______________________________
Lãnh vực tự động viên: cộng điểm các câu 3, 8, 13, 18, và 23:___________________________________
Lãnh vực thông cảm: cộng điểm các câu 4, 9, 14, 19, và 24:_____________________________________
Lãnh vực kỹ năng giao tế: cộng điểm các câu 5, 10, 15, 20, và 25:________________________________
Tổng cộng:__________________________________________________________________________
Bản trắc nghiệm này đưa ra một số biểu hiện về khả năng kiểm soát cảm xúc và chỉ số cảm xúc của bạn. Nếu tổng số điểm của bạn là:
· 100 hay cao hơn: Bạn là người có chỉ số cảm xúc cao.
· 50-100: Bạn đã có một căn bản tốt về kiểm soát cảm xúc để phát triển tốt khả năng lãnh đạo.
· Thấp hơn 50: Dấu hiệu của chỉ số cảm xúc thấp; tuy nhiên, bạn nhận thức được điều này.
Trong 5 lãnh vực, số điểm trên 20 được xem là cao, còn dưới 10 được xem là thấp.
How are you motivated?
Tue, Aug 16 2011 07:51
Motivation is one ingredient that is required for successful people. No matter where your career path takes you, self motivation can not be taught..it's internally driven. Here is one of my favorite motivational movie clip.
EnFusion Workshop
Tue, Aug 16 2011 09:29
