Whether your line of business is in costume jewellery or financial advice, the full spectrum of high impact development programmes and leadership training we provide will be beneficial to the level of success your business can achieve, and when operating in a world where anyone can set up a company with the modern tools at their disposal, it is essential to define your business by an ethos that accepts nothing but the best.

These off-the-shelf or bespoke leadership training services are all delivered by experts who are not only highly skilled in training and facilitation, but are dedicated to the specific requirements of your business and what you are expecting to achieve. This care continues on to ensuring that both the content and delivery of these leadership training methods maximise the impact, not only on the individual leader, but the entire company. For this reason, we are proud to be licenced to deliver the Hogan accreditation, training and assessments that are a leading authority in the UK and Middle East (UAE), with our services accounting for 50% of their courses.

The insight and innovation of our leadership training London can add the missing link between your business and a year that propels it to the forefront of your specific market, so for leadership that equals growth and prosperity, contact us today to find out about our training and events that take place in the capital city and further afield.

Disclaimer of Endorsement: Reference herein to any specific commercial products, process, or service by trade name, trademark, manufacturer, or otherwise, does not necessarily constitute or imply its endorsement, recommendation, or favouring by the Mentis Consulting. The views and opinions of authors expressed herein do not necessarily state or reflect those of the Mentis Consulting, and shall not be used for advertising or product endorsement purposes.

Here at Mentis Consulting, we offer management training that offers a solution to a problem – a competitive marketplace and the luxury of having options means that to stand out from the crowd, your business needs to offer a customer service that is unequalled. A proficient, adaptable and highly motivated workforce is one way to achieve this, yet to get the best out of your workforce you need the senior members of staff to promote a healthy working ethos, and drive passion and production forward.

Diagnostic & Assessment

Mentis – the Latin word for “mind, character & attitude” are the characteristics that those in management should be perfecting, which is an area that we here at Mentis Consulting are to able assist with.  To help your company succeed, we first need to identify skills that need to be improved; once we’ve identified the problems we will then go onto to produce a personalised program that aims to strengthen your company from the foundations up, through a high impact programme that has proven to be very effective.

Leadership & Management Training

Drawing upon our years of expertise and invaluable relationships with renowned academic institutions, we aim to deliver a program that hones skills already in existence, to help push your company’s ongoing internal development.

Success is measured differently by those who seek it, yet as a professional within the development sector, we can say with confidence that our programs are extremely effective at delivering management training London that works.  As a large company, whether you specialise in IT recruitment London or sales to name but two areas, you should consider the working attitudes and skill sets of your employees. To contact us, call us on (0)870 487 3100.

Disclaimer of Endorsement: Reference herein to any specific commercial products, process, or service by trade name, trademark, manufacturer, or otherwise, does not necessarily constitute or imply its endorsement, recommendation, or favouring by Mentis Consulting. The views and opinions of authors expressed herein do not necessarily state or reflect those of Mentis Consulting, and shall not be used for advertising or product endorsement purposes.

By learning more about Vaughn’s approach to his captaincy and the creation of a winning environment, we believe that our delegates can develop the skills they need to emulate his success, whether you are part of a team of surveyors London, work in finance, or are a partner in a legal firm.

The event is being held on 1st February 2012 at The Grand Hyatt, Dubai, and will begin with a workshop from Dr Steve Bull – leadership coach for the England cricket team – entitled “Mental Toughness and Achieving Excellence”. Steve shares our belief that the secret to success in both your personal and team performance is resilience and the ability to cope under pressure. The workshop will be organised around the four main principles that lie at the heart of Steve’s philosophy. These are:

•    Dealing with Adversity: How to cope with setbacks.
•    Performing under Pressure: Focusing at critical moments and using visualisation to enhance your performance.
•    Staying Healthy and in “The Zone”: Understanding the importance of physical wellbeing on your success.
•    Thriving on Challenge: Setting personal goals and utilising your signature strengths to succeed.

This workshop will be followed by Michael Vaughn in conversation with Dr Steve Bull on the topic of “Achieving Sustainable Success”. This session will explore Vaughn’s route to success and the methods he employed to help create a winning team.

Mentis Consulting are committed to providing impactful and effective management training London and the GCC. We hope that this event will give delegates an insight into some of the effective tools which you can use in order to enjoy sustainable success, so why not contact us today to book your place?

Disclaimer of Endorsement: Reference herein to any specific commercial products, process, or service by trade name, trademark, manufacturer, or otherwise, does not necessarily constitute or imply its endorsement, recommendation, or favouring by Mentis Consulting. The views and opinions of authors expressed herein do not necessarily state or reflect those of Mentis Consulting, and shall not be used for advertising or product endorsement purposes.

We have developed a comprehensive service which includes a variety of training programmes, including graduate development for those who are just starting out, and board-level training for those who want to remain at the top. Choose from a programme which is proven to be of the highest standards and with an impressive track record for success , or let us design a bespoke management training package to suit your exact requirements and industry; whether you operate in finance, law, or run a professional language school London.

If you have considered a course from a business school but have been put off by the potential expense of training with one of these institutions, then high-quality and highly impactful training from Mentis Consulting can offer a more affordable alternative. Three of our core programmes are as follows:

•    Leadership Evaluation and Development: To ensure leaders have appropriate development opportunities.
•    Team Evolution: Giving management teams the tools they need to lead successfully.
•    Leadership Evolution: Future-focused management tools for leaders.

Mentis Consulting are also distributors of the renowned Hogan assessments, and can help executive coaches, HR directors or training professionals to become certified in the implementation of these assessments. This will mean that you can have an effective training structure in place within your company to aid future development and staff progression.

Those working in management need to constantly develop and expand their skills and knowledge. This can help to guarantee that they can maintain the highest of standards and reach the peak of their potential. Sometimes you may require a fresh pair of eyes to understand where you have been going wrong in the past, and this is where Mentis Consulting can help. Investing in management training London and the GCC should be seen as an investment in the success of your company.

Disclaimer of Endorsement: Reference herein to any specific commercial products, process, or service by trade name, trademark, manufacturer, or otherwise, does not necessarily constitute or imply its endorsement, recommendation, or favouring by Mentis Consulting. The views and opinions of authors expressed herein do not necessarily state or reflect those of Mentis Consulting, and shall not be used for advertising or product endorsement purposes.

Listen to the interview by clicking below…

Mentis Consulting Radio Interview

The concept of “engagement” has become a hot topic in applied psychology over the past two years. Like competency modeling and personality assessment before it, HR practitioners have forced the academic community to pay attention to engagement—it is not something that the academics discovered on their own. The concept of engagement has four important implications for management practice. First, there is such a thing as good and bad management; good management creates engagement, bad management destroys it. Second, because engagement is a function of how managers treat their staff, there are no cookie cutter solutions; engagement depends on building relationships with the staff, one person at a time. Third, not all managers can or will do this. And fourth, not all staff members are willing to engage with their managers. Assuming that an organization decides to pay attention to engagement, assessment will be at the core of any implementation. Assessment can identify managers who are good at building engagement, managers who could build engagement but don’t, and managers who have no talent for building engagement. Assessment can also identify employees who are capable of becoming engaged, and employees who are, by virtue of their basic psychology, constitutionally alienated.

The concept of engagement was first described by Yale organizational psychologist William Kahn. Kahn suggests that engagement occurs when a person’s identity and job role “exist in [a] dynamic…relation in which a person both drives personal energies into role behaviors and displays the self within the role.” Such role expression “fulfills the human spirit” at work. Kahn defines engagement in terms of four components: (1) Cognitive (the role is consistent with a person’s identity); (2) Emotional (the person likes the role); (3) Physical (the person will work at the role); (4) Existential (the role provides personal meaning).

There are two big reasons engagement matters. The first is “philosophical”; the second is financial. Concerning the first reason, Karl Marx was right—working in modern business organizations is inherently alienating; in many organizations, people must surrender their humanity in return for a paycheck. When people are not free to defect from organizations, their participation in it is inherently alienating, and engagement is a powerful and humane way to resolve the problem of alienation.

Several years ago, Joyce and I visited the maximum security prison in McAlester, Oklahoma, and talked with some dangerous prisoners. Several of them asked us if we would hire them when they were released. This was the first time I thought seriously about “employability”.

The concept of employability is interesting for several reasons. First, it implies that there are individual differences in employability—which also means that people are to some degree responsible for their own employability. Second, if people are responsible for their own employability, then that creates a role for assessment—enhancing employability through strategic self-awareness. Third, although the concept of employability has been around in applied psychology since the 1920s, it has been almost entirely ignored by the academics. And finally, the changes in the world economy that have been going on since the 1970s have created widespread unemployment, job insecurity, and churn in the labor markets, all of which highlights the importance of employability.

Little is known in an empirical way about the determinants of employability, so the following comments are necessarily speculative. It seems to me that employability has three facets. The first concerns the characteristics that people need in order to get hired. This in turn means having the characteristics that hiring managers want to see in applicants. What might they be? Joyce Hogan has done the only systematic research on this topic (which she could not get published in an academic journal). She subscribed to the major newspaper in each of 11 census regions of the United States for one year. She collected the employment ads, and then content analyzed them (there were several thousand) to see what employers wanted in new hires. Her major finding was that the most important thing employers wanted to see at any hiring level was social skill—the ability to get along with colleagues and clients and work productively with others. Conversely, cognitive ability was not a priority for employers. In a nutshell, getting hired depends on bright side characteristics.

The second facet of employability concerns the characteristics that people need in order to retain their jobs. This, in turn, means having the characteristics that supervisors want to see in incumbents. And this is where the literature on derailment and the dark side becomes important. As most people know, dark side characteristics: (1) co-exist with attractive bright side characteristics; (2) always have a valuable component to them; but (3) end up eroding relationships over time, leading to job stagnation or dismissal.

The third facet of employability concerns the characteristics that people need to manage “career transitions”—to find another job after a company is downsized, to find another job after retiring from the first one, to succeed after being promoted to a job with new demands, etc. What seems important here is: (a) the desire to do well in a new job; and (b) flexibility, adaptability, and the capacity to change. The reader will note that all three facets concern personality and not cognitive ability.

Although academic psychology has largely overlooked the employability issue, real job seekers and job holders usually get the point. There are many non-profit and for profit organizations that help the unemployed find work. Training for finding employment focuses on impression management and networking, two major aspects of social skill. People are taught strategic self-awareness—how they will be perceived during an employment interview and what to do about it—and the importance of taking ownership in their job search by making constant inquiries and developing contacts. In one job search club for unemployed professionals, members are told that they are their own worst enemies when it comes to finding new jobs, that there is something about their attitudes, fears, and expectations about what they deserve from a job that explain their inability to find work. The task is to reconstruct and reinvent themselves, to learn to project a positive and optimistic attitude during the job search, to emphasize their flexibility, and downplay their need for stable, continuous, and predictable employment.

Managers and executives seeking new employment need to work on strategic self-awareness—how they are perceived and how to change the perceptions when they are counter-productive. Knowledge workers—network engineers, system administrators, IT specialists, and software developers—must take an entirely different approach. For them the key is to stay up to date regarding industry changes and new technology. Smart players are obsessively concerned about obsolescence, and develop multiple strategies for staying current. They are so sensitive to this issue that they engage in constant skill development even when they have excellent, well-paid, and desirable jobs. Knowledgeable readers will immediately recognize that the syndrome of obsessively staying up to date is a function of the HPI dimensions of Ambition, Inquisitive, and Learning Style, and not a function of cognitive ability.

Finally, it is worth noting that the best predictors of income or net financial worth are educational level and number of hours worked per week. Education level is related to cognitive ability, but so are conscientiousness and ambition and the correlations are about the same. Number of hours worked per week is almost entirely a function of conscientiousness and ambition. In the long run then, as Epictetus taught us, “Character is fate.”