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    Archived pages: 48 . Archive date: 2014-10.

  • Title: Kelly Strategic Influences
    Descriptive info: .. Do the right people fully support your ideas?.. Right now in hundreds of locations around the world people are saying no to products and ideas that they need:.. Management teams are.. failing to grasp presentations on ideas and initiatives.. that they need.. Prospects are.. rejecting sales pitches for products and services.. that are right for them; and.. Project leaders, chief executives, professionals and salespeople are frustrated by their.. failure to win hearts and minds.. to their mutual benefit.. Today's managers and leaders need to.. earn the support of people both inside and outside the organisation.. , whether they are staff, customers, suppliers, regulators, financiers, or community groups.. Yet,.. few do it well.. Some provide more information to an already information-overloaded audience; forgetting that they work in the most over-communicated society in history.. Others are disappointed when a purely rational appeal fails to arouse anyone's desire to take action.. The ability to persuade and sell ideas is learnable.. , and those who learn it have a crucial advantage over those who don't.. Just imagine the difference when:.. You.. get buy-in and commitment.. from your next level down managers.. You and your team.. earn the active co-operation.. of external  ...   will.. earn the attention, respect and co-operation.. of line managers and peer functions.. Perhaps it is best summarised as follows:.. Geoff Kelly has displayed a keen understanding of the issues faced by CEOs in regard to meeting the challenges of wide-ranging public debate.. The combination of this understanding and his ability to be well received by many stakeholders in that debate proved to be of great value.. Hugh M Morgan A.. C.. Every day you see the failures of those who can't influence others, and the successes of those who can make their ideas stick.. If you are ready to make a difference.. , please browse the information on this site, and get our article Stop telling and start influencing at the link below.. Please also.. sign-up for monthly email newsletter.. for regular information you can use today.. Subscribe to discover some of Geoff Kelly's techniques on how to become an influential and strategic leader,.. Enter the Leader Influence Centre to discover ways in which you can be a more influential and efficient leader.. About Us.. |.. Leader Influence Centre.. Case Studies.. Who We Work With.. How We Work.. Contact.. Leading Minds.. Website Designed, Built Maintained by.. Web Elements..

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  • Title: Kelly Strategic Influences
    Descriptive info: Geoff Kelly.. Biographical sketch:.. Geoff Kelly set up consulting and coaching practice Kelly Strategic Influence Pty Ltd in 2001.. He is a widely respected expert in leadership influence.. He works with clients who know their success depends on commitment - the extent to which they can get key staff, suppliers, customers and others to commit fully to their ideas and strategies.. Clients include the Victoria n Government, the Business Council of Australia, several top 40 Australian corporations involved in chemicals, financial services and manufacturing, and clients in public utilities, professional services, education and health care.. Geoff also is an in-demand speaker, writer and executive coach on leadership influence, persuasion, and applying leadership communication to achieving business results.. He runs a course on strategic communication for graduate students at RMIT University , is a frequent speaker at the Australian Institute of Management, other professional associations and the national conferences of various organisations.. He is  ...   of WMC's successful programme to reposition itself as a leader in environment transparency.. He also led a communication project that improved WMC's reputation with its core financial audiences, including financial media.. Before joining WMC Geoff held strategic influence roles including Managing Director - Melbourne at international consultant Burson-Marsteller; Project Leader - Communication for the Office of State Owned Enterprises, Victorian Treasury and Group General Manager - Public Affairs for Myer and Grace Bros.. He has also worked at Coles Myer, CRA and BHP in related roles.. Geoff has been Chairperson of the Uranium Information Centre, President of the Public Relations Institute of Australia (Victorian Branch) and Executive Council Member of the Victorian Chamber of Mines.. He became a Fellow of the Public Relations Institute of Australia in 2000, and is a member of the Australian Institute of Management, the Public Relations Society of America, and the US based Society for the Advancement of Consulting..

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  • Title: Kelly Strategic Influences
    Descriptive info: Following are some useful white papers and articles :.. Thoughts Nuggets.. The lion and a lamb.. White papers.. Stop telling and start influencing.. Deliver speeches that inspire actions.. Brief Articles.. A success habit that most fail to use.. Have something to say, and say it well.. How to use influence to get more out of your busines.. Take the Shortest Path to Increased Sales.. Tell me a story.. Who wants to make more sales?.. Write web copy that compels readers to act..

    Original link path: /leader-centre.html
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  • Title: Kelly Strategic Influences
    Descriptive info: Strategy to rebuild relationshi.. p.. with an angry community.. A regional utility had announced the purchase of a remote farming property where it intended to use wind and natural processes to neutralise potentially hazardous material.. Peop le living near the proposed facility were concerned, organised an active opposition gro p , and recruited activist supporters from outside the region.. KSI.. first hel.. p.. ed management understand.. that telling this angry community that it was wrong and relying solely on rational arguments was not working, and would not work.. We then.. ositioned the utility in the middle ground.. where it accepted that there were some risks associated with the project, it needed to share control with the community and with authorities like the Environment Protection Authority, and it needed to actively and systematically listen to its various stakeholders.. Gaining an understanding of the issue and educating management to possible alternative strategies required.. wide-ranging meetings and interviews.. with members of the utility's executive team, its Board, and selected managers and staff.. In the analytical phase, we used workshops with cross sections of executives, managers and staff to.. define.. riority stakeholders, drivers and barriers.. affecting the utility's objectives.. It was important to  ...   on a number of nominated issues with the utility and report back regularly.. Information.. ack.. ; This explained the project in clear and concise terms, but also provided contacts and web addresses of other information sources, not all favouring the utility's cause.. This helped establish the utility as one of the best sources of information on the issue.. Broadening the engagement.. ; we brought broader parties (EPA, the local council and others) into the discussions via bilateral and multilateral formats.. This allowed us to discuss wider options for resolving the issue.. As a result, the community came to see the utility as an ally in seeking a solution that worked for all parties.. This led to.. reduced activity against the utility.. , and opened the way for the region to approach other utilities and the State Government for a different method of processing the materials.. The original proposal was shelved and.. an interim solution agreed.. with another utility.. The community was happy with the outcome, as was the utility.. Community leaders.. praised the utility's community concern and response.. to the issue.. Read More >>.. Strategy to recover credibility of a Government project.. Developing leadership in an arena of thought..

    Original link path: /case-studies.html
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  • Title: Kelly Strategic Influences
    Descriptive info: We work with CEOs, board members, business unit heads, team leaders and other executives and their teams in corporations, professional service firms, government and not-for-profit organisations.. Their defining feature is that they need others to commit fully to their ideas or strategies.. Are some of these statements true for you?.. "As CEO I need my next-level managers to own our strategy and drive it through their teams.. How do I get them to buy-in? I'm just not getting the commitment I need.. ".. "I direct a team of that is accountable for whole-of-government technology roll-outs of several large technology projects.. We just are not getting the co-operation from other departments whose support we need to make this work.. How can I build the skills and the strategy to make this happen?".. "As a Board chairperson of several large service corporations, I need to develop a personal reputation for leadership in strategic change.. My peers see me as capable in other arenas, but haven't recognised my achievements in the area most important to me.. "I run a medium-size professional practice that competes well with the big dogs when we get the chance.. How can we earn our place as a leader in our field, so we become consultants of choice with the people who count in our market?".. "As a senior corporate executive, I give many speeches to groups important to me and my company.. My audiences are polite, but I don't move people to action like a few speakers I most respect.. How can I develop and project ideas that will transform my public speaking into a powerful reputation builder?".. "My team is a staff function and we struggle to get the attention and co-operation we need from peers and the executive team.. How can we build our influence so we can make a greater contribution to the company's progress?".. Clients are likely to be successful working with us if.. You are good at what you do, and  ...   in your field.. Conference organisers will ask you to keynote; reporters will ask you to comment; and your most important peers will look to you for direction.. The biggest and most desirable prospects in you professional service market will see your firm as consultants of choice in your core practice area.. The best prospects will come to you because they understand you lead the field.. Audiences will respond to your speeches with appreciation and acclaim, and take action to support your ideas.. Your speeches and presentations will attract praise and requests for more.. Others will quote your words as you frame the issues that matter in your industry.. Your staff function and team will earn the attention, respect and co-operation of line managers and peer functions.. Line managers will recognise that you see the big picture, and will seek out and value your views.. You will better contribute to decision-making in your organization.. Our approach.. We work with you to understand who are the relatively few groups and individuals who will make the most difference to you.. Then we probe to understand what makes them tick, what are their most compelling issues, what they care most about.. Then together we refine and develop the ideas, messages and solutions that will move these groups and individuals to action, and work with you to implement for success.. There are no silver bullets.. Just solid strategies and techniques proven in science and the field, implemented in various combinations until we succeed in our purposes.. All cases are different, but even in difficult situations there usually ways forward.. Can we convert Greenpeace to become advocates of nuclear power? Or perhaps convert a political conservative to embrace socialism? No, undermining peoples' values hardly seems in their interest, even if it were possible.. We work with clients on often difficult issues, but always search for a way for both client and target to find a solution that benefits both.. That's the stuff of lasting value..

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  • Title: Kelly Strategic Influences
    Descriptive info: Services you can use.. The following services can help you.. earn the full support of those people and groups most important to your goals.. Strategic communication.. Many organisations are frustrated that their communication is failing to cut-through to their most important target groups.. We work with clients to identify and impact the.. relatively few stakeholders, barriers and drivers that make the most difference.. This means that clients focus their communication to.. get the greatest returns.. on their dollars and effort.. The.. results.. clients can expect are:.. Better relationships.. with their most important targets.. Communication activities that.. contribute to their business results.. Fewer activities, each having.. greater impact.. How it works.. :.. We first develop a.. deep understanding.. of the client's business, situation and strategy.. Then we work with the client to.. identify and prioritise.. the relatively few stakeholders, barriers and drivers that we need to shift to achieve the desired result.. We research these priority.. stakeholders, barriers and drivers.. to find what will move them most.. We develop.. influential messages, themes and stories.. We identify and develop approaches that the client can use to.. project.. these messages, themes and stories to most impact their targets.. If you want to know more,.. contact Geoff Kelly.. by phone (03) 9678 9218 or Email.. gkelly@kellystrategicinfluence.. com.. au.. He will respond quickly, usually the same day.. Speechwriting.. When giving speeches, most executives fail to arrest the attention and interest of their audiences, and fail to achieve a business result from the time and effort they have invested.. We work with clients to develop executive speeches that make a business impact, both for the executive and for his or her organisation.. Executive speeches that.. engage target audiences.. in the issues that matter to the client.. Ideas and messages couched in.. high-impact language.. that can be reused effectively in opportunities from formal meetings to the water cooler.. Through the speech development process, develop client ideas and support them with evidence  ...   understanding and skills.. in approaches that influence these individuals and groups most important to their success.. success at influencing.. these individuals and groups more often to take action in support of the client or their strategies.. This varies according to client need, but a typical programme would include:.. A workshop structured to give the client the most effective influence approaches based on the.. latest research and modern practice.. Follow-up.. one-to-one coaching.. to take some approaches deeper, and to set goals and strategies for influence.. Strategy and activity support.. to the client and team in implementing influence programmes to get business results.. Making ideas stick.. One of the things that makes a professional or leader stand out from the pack is an idea that contributes to the understanding of their peers, clients and other influentials.. This often separates those seen as leaders in any field from those who are not.. Their peers, clients and other influentials will.. see them and their organisations as leaders.. They will get their ideas.. talked about and adopted.. by those that count.. Their supporters both inside and outside their organisations will.. understand and articulate.. their ideas with consistency and clarity.. First, we work with the client to.. identify.. both the.. influentials.. they need to impress, and the.. issues.. that they most care about.. We.. define gaps.. in the collective knowledge of these groups about these issues, often defined by the questions posed in the media they read and the conferences they attend.. We work with the client to define.. areas they can address.. with their knowledge, experience and perspective, and identify how they can develop some.. specific answers.. to some of the questions in 2.. We develop a.. signature story.. that the client can use to convey these answers to their idea market.. thought leadership programme.. to project this story and support ideas integrating speaking opportunities, mass and specialised media, direct approaches using online and print channels, and strategic networking..

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  • Title: Kelly Strategic Influences
    Descriptive info: What they say about Geoff Kelly.. When issues become critical, Geoff Kelly 's judgment is an essential factor for senior management.. His advice at the strategic communication level reflects integrity and value.. Government and corporate leaders will gain substantial direction from his insight and experience.. Ross Campbell.. Principal, Campbell Crisis Management Recovery Pty Lt.. d.. Author,.. Crisis Control Preventing and Managing Corporate Crises.. Geoff made himself available at short notice, quickly mastered the brief, instilled calm and confidence in the team and handled the media professionally.. What more could a CEO ask? I wouldn't hesitate to call on Geoff again.. Katie Lahey.. Chief Executive.. Business Council of Australia.. Geoff is a front-rank issues manager.. I have worked with Geoff as an industry colleague during the past decade on some of Australia 's biggest public, commercial and political issues.. He has deep experience on many major issues and communicates strategically both internally and externally.. I respect his ability to get to the core of a complex issue and identify approaches that will make the difference.. He is a key external adviser to Orica.. Stewart Murrihy.. Corporate Affairs Manager.. Orica Limited..  ...   executives, single issue activists and other important stakeholders, in a manner relevant to them, demonstrates his grasp of the fundamentals of good communication.. This experience informs his strategies for leadership influence.. Matt Pollard.. Manager External Relations.. Australia Post.. Wisdom, sensitivity and the ability to think on one's feet are rare enough qualities on their own.. Geoff Kelly is someone who seems to have a good measure of all three within his area of specialisation.. I would unhesitatingly recommend Geoff when the problem is hard, the client is difficult and the call is for someone with experience, authority and insight.. Andrew Hockley.. Director Strategic Communication and Government Information.. Office of the Premier of Victoria.. Geoff brought to us the latest thinking and best practice application in executive influence and communication.. He worked with all our senior executives and professional staff so that they developed more influence and impact in their important business relationships.. Our people and our organisation now have the capacity and the confidence to earn the support of those we most need to suport our programmes.. Selena Palmer.. Manager Business Support.. Chief Technology Office,.. Victorian Department of Infrastructure..

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  • Title: Kelly Strategic Influences
    Descriptive info: Thank You.. Thank you for taking the time to visit our website and learn how clients like you use influence to improve their business results.. Please call or email Geoff Kelly with any questions you may have.. When you are ready to discuss how we can work together to achieve better results for you, we will set up a time to meet or talk by phone.. There is  ...   You will get plenty of useful insights, and during this initial conversation, Geoff will advise whether or not you are someone we are able to help.. Geoff is easy to reach by phone, email or post.. Contact him at:.. Email:.. au.. Phone:.. +61 3 9678 9218 (Office) or 0421 112 111.. Fax:.. +61 3 9878 9009.. Mail:.. Level 28, 303 Collins Street , Melbourne , Vic, 3000, Australia..

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  • Title: Kelly Strategic Influences
    Descriptive info: To receive yours monthly.. Register Here.. For previous newsletters select from below.. August 2013.. Who is following your ideas?.. February 2012.. Is your communication a lethal weapon?.. November 2010.. Four ways leaders bust trust in the age of the sceptic.. June 2010.. How to Develop Deep Dive Ideas that Build Connections of Real Value.. May 2010.. Why Effective Leaders Obsess About Their Words and Actions.. April 2010.. Why Effective Leaders Build their Ideas on The Bedrock of Conviction.. March 2010.. 2,000 year old wisdom guides today s top leaders and communicators.. February 2010.. Why Almost Every Leader is Wrong about Core Messages.. January 2010.. Why the change rulebook is being rewritten.. November 2009.. Move your world with burning boats or compelling words.. October 2009.. Leaders influence how the world occurs to their followers.. September 2009.. Why Great Leaders Turn to Questions for their Answers.. August 2009.. Why most leaders are unhappy about the uptake of their ideas.. February 2009.. Gandhi s lesson for today  ...   The CEO dilemma - talk it up or keep your powder dry?.. January - February 2008.. Are your ideas worth following?.. November - December 2007.. The nonsense of obsessing about new media.. September - October 2007.. Why some leaders stand way above the pack.. August 2007.. Trust me, but don t hold me to anything I say.. July 2007.. How the fairy tales in our own minds prevent us persuading others.. June 2007.. Seven secrets Bill Gates knows about selling his ideas.. May 2007.. Why understanding how to bake a cake can make you a better influencer.. April 2007.. Why our emperors are wearing no clothes.. March 2007.. Five secrets that great thought leaders know and use.. February 2007.. Go against common practice for more impact.. December 2006.. Who Else Needs a Vision Statement that Works?.. November 2006.. Five time-tested ways leaders boost their impact through speaking.. October 2006.. Why Most Leaders Fail To Connect.. September 2006.. What Every Leader Must Know About Selling Ideas..

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  • Title:
    Descriptive info: Notice.. : Undefined index: _redirect in.. /var/www/vhosts/kellystrategicinfluence.. au/httpdocs/minds_mailer.. php.. on line.. 61.. Warning.. : Cannot modify header information - headers already sent by (output started at /var/www/vhosts/kellystrategicinfluence.. php:61) in..

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  • Title: Kelly Strategic Influences
    Descriptive info: March 2012.. Published by Geoff Kelly, Kelly Strategic Influence.. Wisdom to lead minds:.. ".. Changing hearts and minds with a lion and a lamb.. ".. In 1937 Winston Churchill was desperately trying to convince Britain's elites that Adolf Hitler and his Nazi colleagues were untrustworthy and a grave threat to the whole of Europe.. Sure he gave speeches, drew parallels in history, quoted statistics and otherwise masterfully informed people of the threat he so clearly saw.. However, one of the most effective things he did was draw metaphors and tell stories like the Berlin Zoo story, which he first told at a 1937 dinner party:.. It seems the zoo featured a large cage where a lion and lamb lived together in peace and harmony.. It was a huge drawing card for visitors.. One English tourist asked the zookeeper: "How did you find such a lion?".. "The lion isn't the hard thing," replied the zookeeper.. "It's the lamb.. Every morning we have to find a new one.. Churchill's  ...   How are you using stories in your leadership challenges?.. More next month.. --------------------------------------------------------------------------------.. Geoff Kelly works with leaders who are frustrated that others don't fully support their ideas and strategies.. He mainly works with corporate leaders around the world, but also leaders in Government and Not for Profit.. He is also a popular speaker on this and related subjects.. See.. www.. kellystrategicinfluence.. , email.. or call +613 9678 9218 for more information.. 2009 - 2012 Geoff Kelly All rights reserved.. You are free to use material from the Leading Minds eZine in whole or in part, as long as you include complete attribution, including live web site link.. Please also notify me where the material will appear.. The attribution should read: "By Geoff Kelly of Kelly Strategic Influence.. Please visit Geoff's web site at www.. au for additional articles and resources on earning support for your ideas and strategies.. " (Make sure the link is live if placed in an eZine or in a web site.. )..

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    Archived pages: 48