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Raising Future Leaders seminar

Raising Future Leaders seminar

The Young Professionals Society organized a seminar on ‘Raising Future Leaders’ on 2nd July 2021 at the Waterloo Centre (Guidance Hub) in Manchester. The seminar was well attended with many parents and youngsters who were keen to learn about leadership and what steps they could take to assist the youngsters in becoming influential future leaders.

The seminar was chaired by Malaika Ali, a sixth-form student and a young member of YPS, who spoke about the importance of promoting good leadership and why it is essential to develop key soft skills such as effective communication at an early age to progress as a future leader.

Professor Waqar Ahmed from University of Lincoln and the President of Young Professionals Society delivered the seminar and spoke about his personal experiences early in his life growing up in Salford and learning accelerated learning techniques to help him with passing his exams and how he was able to re-programme his mind to adapt a more ‘positive’ and ‘healthy’ mindset where negative thoughts  were replaced by positive ones, which helped him to succeed in his studies and in his professional working career. This transformed mindset helped the speaker progress in his career and move up the ladder of promotion from senior lecturer to full professor and director of institute and college director of enterprise at the University of Lincoln.

The seminar was very interactive and engaging, and the audience were constantly asked to participate which made the event more enjoyable and made learning fun.

 

#YPS

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YSC’ Young Speech Competition 2021

YSC’ Young Speech Competition 2021

The Young Speech Competition 2021 was held on 5 June 2021 at the Guidance Hub Centre in Cheetham Hill (Manchester). This was the second time that this competition was held at the GH Centre since the inception of the Young Speakers Club (YSC) in March 2019. Each year, YSC runs for two terms and at the end of each term a competition is organized where youngsters are provided a platform to showcase their public speaking skills and an opportunity to compete with other fellow members in a friendly and supportive environment. Continue reading →

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Life-Changing Personal Development Courses

Young Professionals Society in partnership with Guidance Hub are pleased to announce some life-changing, personal development courses aimed at the youth and young professionals.

 

Each course is originally priced at £500, however, with the YPS and GH partnership, we are offering a huge 90% discount.

 

Take advantage of this once in a lifetime offer and register NOW to save £450 per course.

 

[Use the Promo Code: YPSGH90 to obtain a 90% discount)

 

The following life changing courses are on offer:

  1. Creative Writing: How to write with clarity and impact?
  2. Step up and Lead the World
  3. Entrepreneurship for Self-made Millionaires
  4. Unstoppable Self-Confidence

For more details on the courses Click here

 

Venue: Guidance Hub Centre, 389 Waterloo Rd, Cheetham Hill, Manchester M8 9AB

Dates: 3-4 July, 10-11 July; 17-18 July; 24-25 July 2021

Instructors: Professor Waqar Ahmed & Dr Nasar Ali

 

To register NOW – Click here

 

#YPS #GH #Leadership #Innovation #Communication

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How to get people to follow you as a leader?

How to get people to follow you as a leader?

When you think of leadership several people come to mind including Nelson Mandela, Mahatma Gandhi and Martin Luther King. We take for granted that these people were great leaders. They are universally well known and respected. They had a clear vision for their people. They created a compelling future. These leaders are considered as role models.

People were willing to suffer and die to follow them. Why? They believed in their leadership and their vision for the future.

Many inexperienced leaders believe that if their cause is good enough then people will follow them automatically. At the beginning of your leadership journey people don’t just follow the vision. They need to have confidence in your leadership first before they will accept your vision. People buy into the leader and then into the vision and not the other way around.

Your approach to leadership will change as you begin to understand that people need to have confidence and trust in you first.

Have you given your followers enough reasons to trust you and follow you? Have you built enough credibility?

Your vision and message is filtered through you as the messenger. You have to be a credible leader first before the message gets through to your followers.

Do people buy Nike trainers for their quality? The quality of the products is excellent. No, they buy into Roger Federer, Tiger Woods or Christiano Ronaldo. Big successful companies know this. Therefore, they pay millions of pounds to superstars to wear or show their products.

The same few actors get the best and highest paying roles in films such as Tom Cruise or the Rock because people believe in them. They promote products in their films not because they are experts in the field that they are promoted, but because they have credibility as performers.

Once people trust you then they will give you a chance to lead them.  People want to follow people they like and give them confidence that they can succeed.

It’s hard to separate the leader from the cause. They are closely linked. For example, Gandhi’s leadership is linked with non-violent civil disobedience against the British rule to free his country. People loved and respected Gandhi as a leader and followed his vision and made major sacrifices to make his vision a reality. Hence, both the leader and cause are important and inseparable.

If people don’t like the leader and don’t like the vision, then they get another leader, if they have a choice. They will not follow the leader they don’t like with a vision that they don’t like only if they are forced with the threat of punishment or if they are getting paid and dependent on the salary.

Similarly, if people don’t like the leader but like the vision, they will get another leader. This is particularly the case in sports. For example, in the UK in football everyone has the same vision to win the Premier League so if they don’t like the Manager or Coach, they sack him/her and get a new leader. They never sack the star players or the team. It’s always the leader that has to go.

If they like the leader but don’t like the vision they get a new vision. Good leaders work with their people and come up with a compelling vision that they can work towards. Or the followers adapt the vision of the leader and abandon their own vision in favour of the leader’s vision.

When the leader and the vision are inspirational then people follow the leader through thick and thin. For example, in the USA people liked John F Kennedy as a leader and his vision to put a man on the moon and so wholeheartedly followed him.

Even if people like you as a leader and they buy into your vision you must still keep developing and growing as a leader and exert greater influence. Your leadership qualities will determine how far your organisation and team go. Your success is determined by your ability to take people where they want to go and develop their full potential.

 

Here are some questions for you to answer so that you can get a good view of your leadership and how you can develop it to become more effective.

 

  • What is your vision for your leadership and the organisation?
  • What are your goals and those of the organisation?
  • Do they align?
  • Write a clear vision statement that you are willing to put all your time and effort into.
  • Make a list of key members in your team who have a significant influence, if you have a big team. If you have a small team then write down the names of all members.
  • Rate them on a scale of 1 to 10 in terms of their buy-in into you. The higher the number the greater the buy-in.
  • How can you increase your credibility with your team? Focus on ways to improve relationships.
  • How can you develop more trust by being authentic and honest?
  • Could you raise your own standards and be a better role model?
  • How can you help team members more so that they can do a better job?
  • Could you help them achieve personal goals?
  • Could you develop their skills and abilities?
  • Write a plan for each key member in terms of their future development and your role in helping them reach their full potential.
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YPS Forthcoming Book Titles

YPS Forthcoming Book Titles

YPS is actively working on producing a number of book titles focusing on its three fundamental pillars – (i) Leadership, (ii) Innovation & (iii) Communication. Professor Waqar Ahmed and Dr Nasar Ali, both having considerable experience in the publishing sector and having published extensively in journals, procedia, books and magazines will author some of these books and editor others. Continue reading →

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Lead by Example

Lead by Example

Leaders are expected to tell their employees what to do. They are responsible for the mission, vision, strategy, planning and execution in an organisation. However, if you want to become a leader of influence then you must walk your talk. You must lead by example. Your words and actions must be congruent.

When you lead by example you will gain respect and admiration and you will inspire people to action rather than frighten them into doing what you want. We don’t want to let people down that we respect and admire. We want to gain their admiration and respect by doing good work and following their lead.

People will only do what you tell them to do as a leader reluctantly. You can shout and scream at them. The sign of good leadership is not what your employees do when you are there in person but what they do when you are not there. Continue reading →

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Great leaders create other leaders and empower them

Great leaders create other leaders and empower them

Great leaders hire people smarter than themselves. They want to work with the best and with people who can do what they can’t do.

If you hire people smarter and better than yourself then don’t tell them what to do. Empower them. Work with them and set the objectives and then get out of their way. Let them get on with it. They will feel empowered and do their best work.

You never get the best out of people by shouting and screaming at them. Such an approach has its place in situations of emergency when life and death are involved such as a fire outbreak.

If they know what to do better than you then let them get on with it. Don’t stifle their creativity and flair by meddling with their work.

Insecure leaders want to interfere and tell them what to do even when they know that their people know better. This creates an atmosphere where creativity and flair is lacking. People don’t take responsibility for improving things.

When people are 100% responsible for their tasks and improvement they fully commit, and you get the best out of them.

Once you’ve delegated a responsibility then check in to see how they are doing. Give them encouragement and support.

At the beginning you will need to review more frequently and then as they become more familiar with their roles and responsibilities you can check in less frequently. The frequency of the reviews will vary from person to person, task to task and the skill and competence of the people concerned. The level of trust and concern will also determine your frequency of reviews and catch ups.

Leaders have to use their resources to get the better of the competition. Enlighted leaders know instinctively that people are their best resources. This not only includes their time but their ideas, interests, hobbies, connections and skills beyond what they are being paid for. A leader must know the strengths and weaknesses of each of his team members so that they can use them and compensate for their weaknesses if these are getting in the way of getting the best out of them.

Insecure leaders are always worried about control. They don’t want to empower people because they feel threatened. These leaders don’t want their people to outshine them.

Their insecurities prevent strong leaders developing in their organisations.

This increases turnover and strong leaders will leave your organisation and take their talents and contributions elsewhere. Such insecurities will prevent the company from growing and fulfilling its potential.

Secure leaders on the other hand develop strong leaders deliberately and empower them and their organisations to grow and prosper. They give them autonomy until they have outgrown their role and are ready to lead their own divisions, teams and organisations.

Great leaders take responsibility to develop leaders and give them progressively bigger roles and feedback to help them grow and prosper. They train leaders to give them appropriate knowledge and experience because leaders are the key to success of any organisation.

The leadership and vision dictate the degree of success of an organisation. The only way to succeed is to empower the leaders to make decisions and take action.

Don’t cripple their ambition, creativity and desire for success by petty mindedness and your own insecurities. Let them thrive, grow and succeed.

Your responsibility as a great leader is to develop your people’s potential. If you don’t do that then they won’t want to leave you.

Give your people time to work on their own projects. Google allows its staff to spend 20% of their time on projects of their choice. At various times they have the opportunities to present what they have been working on. This flexibility and empowerment have led Google employees to develop numerous new products that have not been influenced by senior management but have generated huge revenues for the company.

Given the freedom employees will think of many gems that will help your organisation to succeed.

Empowering people and giving them responsibilities are essential to develop individuals as leaders in organisations, teams and also families. When children are treated in this way and are empowered, they grow up to be leaders that can make a big difference in the world.

Encourage people to lead in all kinds of situations. This will help to build a better society.

#YPS #Leadership

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YPS Student Awards

Young Professionals Society will be awarding up to 10 passionate and enthusiastic students with YPS Student Awards so they can attend the inaugural YPS-2021 conference, which will be held at the Manchester Conference Centre (University of Manchester) on Saturday 25 September 2021. For more details about the conference click here 

 

APPLICATION PROCEDURE

Following is the procedure for applying for the YPS Student Awards:

Write a letter to the conference chairs explaining (i) Why you want to attend YPS-2021? and (ii) What will you gain from attending the conference?

Applications must be received by 15 March 2021.

NB: Late applications will not be considered.

 

To apply for the YPS Student Award – click here

Note: The candidates should be 11-18 years old.

 

NATURE OF AWARD

– Each award will consist of FREE registration for the YPS Conference 2021.

– Complimentary 1 year membership to YPS (as a Young Member)

 

#YPS #Awards #Students

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New Handbook of Modern Coating Technologies

Dr Nasar Ali, Chair of YPS, is one of the editors of the forthcoming Handbook of Modern Coating Technologies: Fabrication Methods and Functional Properties. This handbook focuses on new aspects of surface engineering surrounding nanocoatings and biocoatings, from their fabrication methods to properties and usages.

This five part volume explores the detection of surface features that destroy pieces and how most technological advancements are constrained with surface requirements. Subjects cover the production of new, advanced coatings and the characteristics of abrasion, corrosion, fatigue and disruption. Both electronic and optical electronic apparatuses are great examples to be studied.

Editors: Mahmood Aliofkhazraei, Ali Nasar, Mircea Chipara, Nadhira Bensaada Laidani, Jeff Th.M. De Hosson
Hardcover ISBN: 9780444632401
Imprint: Elsevier
Published Date: 1st March 2021
#YPS # Publications #Elsevier
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Sponsorship opportunities

YPS will be organizing its major event YPS Conference 2021 on 25 September 2021 at the Manchester Conference Centre. The conference will also host an exhibition. YPS is inviting businesses, organisations and institutes to exhibit at YPS-2021 and display their products and services to the conference delegates consisting of students, young and senior professionals.

So far, the following exhibitors will be present at YPS-2021:

If you would like to exhibit at the conference or you would like to act as a logo sponsor then click here.

For more information email us at info@ypsociety.uk

#YPS #Exhibition

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Lord Wajid Khan interview

YPS were pleased to interview Wajid Khan who is the newly appointed member of the House of Lords and speak to him about his early life, his career development, and his entry to politics. Wajid also gave valuable advice to youngsters on how to lead a successful working and professional life. To watch the recording of the inteview click here.

Wajid Khan was appointed to the House of Lords in December 2020 by HM Queen Elizabeth upon the advice of Prime Minister, having being nominated by Sir Keir Starmer.

Wajid is also the youngest serving Mayor of Burnley. From 2017-2019, Wajid Khan served as the MEP for the North West of England. In the European Parliament, he was a member of the Foreign Affairs Committee and Human Rights Subcommittee as well as sitting on the South Asia and Arab Peninsula. In November 2017, Wajid was appointed a Special Envoy to Muslim Communities for the S & D Group in the European Parliament. He was the spokesperson for the Labour party on human rights.

Wajid also served on the National Policy Forum and International Policy Commission for the Labour Party, contributing towards the excellent election manifesto in the June 2017 General Election.

Wajid is also Alumni of the prestigious Oxford Young leadership programme in July 2007 and the 2009 Mosaic International Leadership School, both initiatives of HRH Prince Charles on leadership and community engagement.

Wajid Khan is also a senior lecturer at UCLAN. He has lectured in Community Leadership. Wajid co-wrote the BA (Hons) Community Leadership, which was validated in May 2006. In September 2006, he was appointed course leader of this programme.

#YPS #Leadership

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