Added ValueU for Aspirin Business’s Motivational Mapping Family

February 27, 2018

International coach and engagement specialist Sonia Gavira, of valueU, has successfully completed her training to become a Business Practitioner of Motivational Maps, with Aspirin Business.  This enables Sonia to license and train fellow coaches and consultants, which she’s already started.

Sonia was introduced to Motivational Maps by Susannah Brade-Waring, Managing Director of Aspirin Business and a Senior Practitioner with Motivational Maps.  Susannah explained, “Tools can provide excellent insights for coaches and their clients, and there are many to choose from.  Motivational Maps always seem to ‘hit’ the spot with both coaches and clients – with many coaches finding themselves re-energised by the refreshing style and insights provided by this ISO accredited diagnostic.

Sonia’s trained to be a Licensed Practitioner with Maps first, which we always encourage.  She’s then trained to become a Business Practitioner, further developing her expertise in motivation and co-delivering accreditations with me.  Her enthusiasm and collaborative workstyle are highly motivating, and she’s a great asset to Aspirin’s family of Motivational Map Practitioners.”

Sonia said, “Having worked around the globe in leadership development and engagement projects, I am accredited in many tools. However, having tried Motivational Maps myself and with clients, looking to improve both their personal and business performance, I’ve been impressed.

My clients and I find Motivational Maps provide an accurate window on the motivation of leaders, their teams and their organisations.  They tell you where you get your energy from and what will suck the energy right out of you.  They encourage and enable you to take action.  I’ve already started to train fellow coaches and consultants around the globe, and I know that Motivational Maps will enable them to make an even bigger difference to their clients, and maybe even to themselves.”

If no one goes to work to be difficult, why are they?

February 14, 2018

“Whatever the question is, love is the answer.”

I love this quote. It reminds me to move my focus from the superficial noise and angst, onto ‘what really matters here’.  No one goes to work to be unhappy.  No one goes to work to deliberately antagonise others, to be difficult – and yet that’s what we experience.

People are complex – and that simultaneously makes them brilliant and challenging. Increasingly employees (and customers) are becoming more demanding – for a number of reasons, and they have higher expectations. This is forcing managers and leaders to re-evaluate their own roles and their own behaviour. Management used to be primarily around the management of tasks – it just happened that a primary resource was often human.  This stems from the industrial revolution when we were machine-centric, and the humans worked around the capability and physicality of the machines.  My first degree was in Ergonomics (the man-machine interface), so I understand this.

“This is forcing managers and leaders to re-evaluate their own roles and their own behaviour.”

We’re moving beyond this now, at an exponential rate, and managers HAVE to manage people – not just as a resource but as individuals. For some managers this is normal – the way they’ve always worked. For many it’s a huge challenge, and it’s a challenge to their identity, to the way they generate respect and action.  Skills training alone is not enough, so ticking the box on a management course just won’t create the changes required. That’s why I work with motivation first.

There a powerful story that Tony Robbins tells of a woman who pulls out her hair; pulls it out so her scalp bleeds and people avoid her. Tony explains that, however strange and illogical the behaviour, at some level it works for the person. Otherwise they wouldn’t continue to do it, and we have to address this first.  (In this case – it was a deliberate strategy to avoid being hurt by others by making herself so undesirable.)  At a simple level, that’s why we’ve all read books, been on training courses and applied little of what we’ve learned.  The motivation, the deep desire for a different outcome, has to come first.  As they say ‘Where there’s a will, there’s a way.’  And we’ve all heard stories of people who overcome all sorts of challenges – because it mattered to them.

“However strange and illogical the behaviour, at some level it works for the person, and we have to address this first.”

So today – as it’s Valentine’s Day, if you experience others who are being difficult, why not take a moment to wonder ‘why’?  Love is a verb – and the most loving thing you can do today, might be to take a moment to understand what’s really going on for someone else.  #motivatedperformance

Aspirin & Merlin Cast a Spell on Engagement

January 30, 2018

Dorset based Aspirin Business, experts in employee engagement, are thrilled to have been engaged by Merlin Entertainments to support their strategy in raising employee engagement across their sites around the world.

Merlin Entertainments is the largest entertainments company operating in Europe. It runs 117 attractions across 24 countries in 4 continents. Their passion is putting smiles on people’s faces and giving customers memorable experiences….in simple terms they love what they do!

Aspirin Business define Employee Engagement as “the intellectual, emotional & physical commitment to deliver high performance for mutual success”. Organisations that have high employee engagement levels regularly outperform those which don’t across a number of metrics including profitability, productivity, quality, safety & customer satisfaction.

Committed to being the best company to work for in their industry, Merlin see employee engagement as a fundamental part of their people strategy ensuring their continued success around the globe.

Emma James, Group Employee Engagement Manager at Merlin commented on working with Aspirin, “Aspirin Business have made this experience a really enjoyable one – supporting us in our strategy and the development of our engagement training programme – I would highly recommend them.” 

Susannah Brade-Waring, Managing Director of Aspirin Business added, “Merlin are a great fit for Aspirin, as we work with ambitious and big-hearted leaders and organisations. We understand the challenge of embedding employee engagement into the daily activities of leadership and management, and enjoy creating pragmatic ways to approach this.”

Aspirin Business network of clients across the UK also includes Douch Family Funerals, ESET, Knill James Chartered Accountants, Lester Brunt Wealth Management, Shine Dental, Shire Leasing and Waitrose.

Qualified Business Advisor

September 11, 2017

Susannah Brade-Waring has been awarded ‘Accredited Mindshop Facilitator’ (AMSF) status by Mindshop.

Susannah joins an elite international group of business advisors who have completed the courses and requirements to be recognised as an AMSF.

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Aspirin Business’s UK Network Expands

March 14, 2017

Dorset based Aspirin Business continues to go from strength to strength adding to their 30-strong network of Motivational Map Practitioners across the UK.

The Lucid Group, based in Birmingham, became the latest organisation to be accredited in using Motivational Maps. Lucid help clients in areas such as change management, strategic planning, marketing & sales improvement.

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Managing Millennials – a ‘Must Have’ Capability

March 14, 2017

‘Lazy’, ‘selfish’, ‘demanding’ – all labels attributed to Millennials.

Millennials will form 75% of our workforce in just 8 years’ time, accordingly to Deloitte. ‘Managing Millennials’ was rated the number 1 ‘Must Have’ capability for business leaders in 2017, in a survey conducted by Mindshop. However, many managers feel at a loss to understand how to get the best from them without constant attention, and to truly engage them in their organisations.
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Your Weekly Aspirin: “I must be the unluckiest salesman …”

October 31, 2016

Don’t accept excuses for poor performance. Most activities can be broken down to understand what’s working well & what’s not, and finding ways to improve that. But most people don’t do this analysis, and usually because they’re not used to taking ownership of their performance and feelings. Read more