Discovering and building on what we know. RiverRhee Consulting newsletter, July-August 2014

It all begins with reflection

Reflection around a piece of bamboo

Reflection around a piece of bamboo

Summer holidays offer us a host of opportunities for rest but also for personal development. Elisabeth Goodman had a wonderful time attending a summer art course in the South West of France, at Cubertou, rediscovering knowledge and skills that she did not think she had, and taking some exciting steps towards developing them further. Given that a large part of what RiverRhee does is to help our clients with discovering and building their own knowledge, we thought it would be fun to draw some analogies from Elisabeth’s experience.

“Our course tutor, Jo Buffery, encouraged us to find something we would like to work on, and then to really look at it: its shape and components, contrasts of lightness and dark, and eventually the colours. It was a very peaceful and reflective exercise, like a meditation.”

We also encourage our clients to bring something to our workshops: a process that they would like to improve, a change that they would like to introduce, a project that they are working on, specific management challenges that they would like to address. They also spend a lot of time reflecting on the current state of these. It is not necessarily a peaceful exercise (!) but the nature of our workshops is such that people do appreciate the time and space away from the stresses of their everyday work for this reflection.

Next step – iterative trial and learning

“We were given a choice of tools to experiment with, and encouraged to first do a line drawing of our chosen object, then try shading, then blocks of white and black, and then some watercolouring. Finally we were encouraged to have a bit of fun by making giant painting tools out of whatever we could find in nature.

This was an exciting time for experimentation, discovering what we already knew, and really developing our knowledge and skills. We were not only learning from ourselves and from our tutor, but also looking at and talking about what others were doing and learning from them. Some of it felt very awkward, but we all believed that, with perseverance, we could achieve something worthwhile, and everyone else was very supportive and encouraging.”

Iterative experimentation and learning with alternative tools

Iterative experimentation and learning with alternative tools

Again, there are strong analogies with our RiverRhee workshops in terms of the new tools that people can experience and practise with, the journey through ‘conscious incompetence’ to at least ‘conscious competence’, and the mutual learning and support.

Fast forward to what we can do with our new knowledge

“I used my new skills to produce a tile in the bamboo colours, the pattern of which was inspired by the real tiles in the farmhouse bathrooms, and to stencil a T-shirt combining evolved versions of the patterns and colours in the tile and the bamboo.”

A rendition of a bathroom tile in bamboo colours

A rendition of a bathroom tile in bamboo colours

Final piece: stencil of tile and bamboo

Final piece: stencil of tile and bamboo

The analogy for our clients is that of being able to apply some lateral thinking: using their new skills and knowledge to tackle other processes, projects and change initiatives, and to manage individuals, teams and tasks in a variety of ways.

Opportunities to discover and build your knowledge in September

Whilst we do not teach art courses, we hope you’d like to take advantage of the opportunities we can give you to reflect, try out and learn some new knowledge and skills, and apply all of this in tangible and positive ways.

During September Elisabeth is teaming up with associate Janet Burton, and also with Sarah Hillman, to deliver a series of half-day workshops in Hatfield with the Herts Chamber of Commerce. These include:

We are also running our Introduction to Management course with One Nucleus on 23rd-25th September, in Melbourn.

Other news

We have 2 new books available for purchase:

The Effective Team’s High Performance Workbook (Elisabeth Goodman) will enable you to identify and value the individual strengths within your team, build strong working relationships and develop sound working practices. Please use our contact form to enquire about ordering this book.

Knowledge Management in the Pharmaceutical Industry (Elisabeth Goodman and John Riddell), published by Gower. Click on the link from the book title for further details about the book and how to order it, or contact us directly for information about our authors’ discretionary discount.

If you would like to find out more

Do get in touch if you would like to find out more about RiverRhee Consulting, our range of off-site and in-house workshops, and how we can help you to create exceptional managers, enhance team effectiveness and create an exceptional team.  See the RiverRhee Consulting website or e-mail the author at elisabeth@riverrhee.com.

 

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A ‘Fist of Five’ management tips and tools. RiverRhee Consulting newsletter, May-June 2014

A 'Fist of five'

A ‘Fist of Five’

Elisabeth Goodman and John Riddell recently attended a joint APM East of England branch and Enabling Change SIG meeting at GSK’s Pharmaceutical R&D’s Stevenage site in June, which was excellently co-presented and facilitated by Jacqui Alexander (Vice President, Accelerating Delivery Performance (ADP)) and Margaret Huggins (Senior ADP Consultant).

Delegates gained many great insights on GSK’s approach to ‘Changing the way we change’ and how to effectively engage people in change and action orientated learning. (Elisabeth has written a more detailed version of the case study which will be appearing in July’s issue of the APM’s Project magazine.)

The ‘fist of five’ was one of several interesting tips that we picked up afrom Jacqui and Margaret, and that we have since begun to use – it seemed a fitting inspiration for this bi-monthly newsletter!

One is for a unified team purpose, and the uniqueness of each individual

The first ‘W’ in the ‘5Ws and an H’ that we teach people in developing change management strategies is ‘Why': how to clearly and compellingly express the reason for the change in a way that will engage people in it. Delegates at our joint UKeIG course with Shaida Dorabjee on Marketing and Internal Change yet again discovered how powerful that expression of that one unified purpose can be, whether when leading a change project, or when managing an operational team.

‘One’ is also for the uniqueness of each one of us within a team. There is a whole range of tools to help individuals and managers understand our unique strengths, preferences, and ways of thinking and behaving. We have a new book in development ‘The Effective Team’s High Performance Workbook’ that will be exploring some of these thanks to some terrific input from the likes of Steve Hoare, Paul Sanderson, David Sales, Jenny Day and Paul Wilson.

Two is for building rapport and recognising different points of view

There is nothing that beats a good conversation between two people for building rapport within a team or indeed in any situation. Whilst most of the students at our seminar at the Peter Jones Enterprise Academy* identified ‘confidence’ as one of their key individual strengths, the ability to listen and express empathy were also there, and we definitely need these to build rapport.

(*See ‘Finding the leader within ourselves for more about this’.)

How to ‘deal with difficult people’ is one of the most popular topics in Elisabeth’s and Janet Burton’s ‘Introduction to Management’* course. Often it’s not that the other person is being difficult, but that we have two different points of view, perspectives, or ways of thinking going on: taking the time to understand those differences could make all the difference.

(*We are running a version of the course for managers at the Red Balloon Learner Centre in June, and also determining interest for a potential course for One Nucleus members in September.)

Three is the power of triads for learning and ‘self’ change

One of our former associates, Lucy Loh, first introduced us to the use of triads for practising and learning coaching skills, and it’s a technique we continue to use in our ‘Introduction to management’ and also our ‘Supervisor training’ courses.

Threesomes also appear in other contexts, for example in the three mindsets to change described by Richard McKnight, and also in our ‘Effective Team’s Change Management Workbook’.As we learned from GSK’s approach to change, all change begins with ‘self’.  We can also choose how to change ourselves by recognising whether we are in a ‘victim’, ‘survivor’ or ‘navigator’ mindset with regard to a change, and then taking the necessary action.

Four is the 4-box matrix for evaluation and analysis

The 4-box matrix or ‘Boston Square’ is an invaluable tool for managers and consultants! We use it to help delegates in our courses identify the quick wins from Lean and Six Sigma continuous improvement exercises; prioritise their time in terms of what is urgent and important, whilst also making more time for what is not urgent but important for the strategic development of their work and teams (based on Stephen R Covey’s ‘Seven Habits of Highly Effective People’).

A 4-box matrix is also a very useful tool for segmenting stakeholders in terms of their level of engagement with a change, and the impact it will have on them.

Five is an optimum number for finding root causes and a useful performance rating scale!

We use the ‘5 Why’s’ in our Introduction to Lean Sigma training with Cambridge Network members and others to help delegates find the root causes of the issues that they are encountering. This is one of several techniques that we have been using in our current work with the Open University Library Services department.

Jacqui Alexander also used the ‘fist of five’ very effectively at the start of the APM seminar at GSK. It’s a technique she uses to ensure that any training session or meeting is meeting people’s expectations. They can show any number of fingers, with five being the highest, and also have the option of showing a fist if it’s not meeting their expectations at all. Needless to say, most people showed ‘5’ (there was only one ‘4’) at Jacqui’s event!

A 'five' rating

A ‘five’ rating

 

Other news

Kick start your business growth ambitions. We’re excited to have teamed up with GrowthAccelerator and St John’s Innovation Centre to offer a selection of interactive coaching sessions focusing on assisting potential high growth businesses to achieve their business goals. Find out more, and book to attend this event at Babraham Research Campus, Cambridge, on 7th August.

Come and meet RiverRhee Consulting. We will be having a stand at One Nucleus’ Summer Social in Cambridge on 18th June. We’d love to meet and have a chat with you if you’re coming along. You might also like to try your hand in one of our quizzes with a chance to win copies of our workbooks. We’ll also have leaflets available for discounted copies of our forthcoming book ‘Knowledge Management in the Pharmaceutical Industry’.

If you would like to find out more

Do get in touch if you would like to find out more about RiverRhee Consulting, our range of off-site and in-house workshops, and how we can help you to create exceptional managers, enhance team effectiveness and create an exceptional team.  See the RiverRhee Consulting website or e-mail the author at elisabeth@riverrhee.com.

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What motivates us in our work? RiverRhee Consulting Newsletter, March-April 2014

What motivates us in our work?

In our Introduction to Management, and Supervisor Training courses with One Nucleus, we help delegates explore what motivates them and members of their teams in their work.  This is also a theme which Elisabeth Goodman is exploring as she writes the second of her RiverRhee Publishing workbooks – “The Effective Team’s High Performance Workbook”.  (The first, “The Effective Team’s Change Management Workbook” was published in November 2013.) There are many models depicting what motivates us in our work, and yet Abraham Maslow’s (1908-1970) hierarchy of needs is still one of the most popular.  His hierarchy ranges from the basic physiological needs, through social belonging, and on to self-actualisation. We have also been expanding the pool of RiverRhee Consulting Associates, and so we thought it would be fun to find out what motivates us in our work as a way of  introducing all of us to you.  We would be interested to hear if and how what motivates us reflects or resonates with you.  Do you feel the same, or differently?

Bringing ideas and new knowledge into our work and that of others

Knowledge Management is a key area of expertise for John Riddell, so it is fitting that one of the things that motivates him is: “when people learn something that enables them to do their job better, whether this is by using existing knowledge or creating new knowledge”.

John Riddell is a certified practitioner in Lean Six Sigma and is highly experienced in knowledge management.

John Riddell is a certified practitioner in Lean Six Sigma and is highly experienced in knowledge management.

Other things that motivate John: “I get a buzz when I’ve helped people to help each other. I also love it when a plan comes together!” Elisabeth Goodman also enjoys “Translating ideas into something tangible that will help people think about their work differently”, she uses this creativity to shape the range of training, coaching, consultancy services, and publications from RiverRhee Consulting.

Elisabeth Goodman is an experienced and certified practitioner in change management, Lean Six Sigma, MBTI, and an expert in knowledge management

Elisabeth Goodman is an experienced and certified practitioner in change management, Lean Six Sigma, MBTI, and an expert in knowledge management

She particularly likes “Introducing structures and tools to teams and managers to take away any pain or anxiety that have been preventing them from enjoying or feeling fulfilled in their work.”

Helping people generally

Being able to help others is a big motivator for all RiverRhee Associates.  Here is an example from Sue Parkins: “Helping people develop and achieve their full potential.”  Sue has a proven track record in using these skills to deliver business benefits both in the Pharmaceutical Industry and Healthcare.

Sue Parkins Sue is an experienced and certified practitioner in Lean Six Sigma and change management

Sue Parkins Sue is an experienced and certified practitioner in Lean Six Sigma and change management

Sue is also motivated by “Adding real value and enhancing a process or business”

“Working with folk who care about people and quality” is also a key motivator for Paul Hadland, a great attribute for someone who has honed his IT-related skills by working as an information scientist, systems developer, and director of strategic consulting.

Paul Hadland has worked as a management consultant on change projects in pharmaceutical, animal health, consumer goods and consumer electronics companies

Paul Hadland has worked as a management consultant on change projects in pharmaceutical, animal health, consumer goods and consumer electronics companies

Paul is also motivated by “Making a perceptible difference.”

Making a difference to how people work

One of the main ways in which we make a difference to businesses and teams is by helping them to enhance their processes.  As Rose Bolton puts it, it’s about “Working with people to find ways of doing things that make work simpler, easier, more efficient and effective.”

Rose Bolton has a proven track record in managing service improvement initiatives, including the development and implementation of IT projects

Rose Bolton is a Human Resource professional with a proven track record in managing service improvement initiatives, including the development and implementation of IT projects

We also make a difference by helping people to increase their personal effectiveness for their work within formal and informal teams.  This is reflected by Lorraine Warne’s motivation “I get a great deal of work satisfaction by passing on the knowledge of mind tools to delegates, (teaching delegates to dip into their super computer, the unconscious) to increase work excellence.”

Lorraine Warne has a passion for working with individuals and organisations so that they can increase their personal effectiveness.

Lorraine Warne has a passion for working with individuals and organisations so that they can increase their personal effectiveness.

Many of us are running our own businesses as well as working as RiverRhee Associates.  This also enables us to bring a diversity of experience to the RiverRhee team.  So Lorraine also has this motivation “Making a difference to the human race through running NLP Practitioner and NLP Master Practitioner courses and 1 to 1 coaching.” (Incidentally, Elisabeth attended one of Lorraine’s courses during March, so that she is now an accredited NLP Practitioner.)

Getting that positive feedback

One of the ways in which we build continuous improvement and quality into our work is by asking for feedback from our clients during and on completion of each of our engagements.  We take suggestions for improvement seriously, but also enjoy receiving that positive feedback. Here’s how Margie Gardiner puts it “A big motivator for me is when a client ‘gets’ it and can see how the tools and methods can be applied to their business problem and bring improvement – it’s the ‘aha’ moment from the client that brings the training to life in a practical, beneficial way.”

Margie Gardiner has an extensive background in business redesign and change management, Lean Six Sigma, programme management, clinical research, and training

Margie Gardiner has an extensive background in business redesign and change management, Lean Six Sigma, programme management, clinical research, and training

Sometimes that feedback may come a while after the event, as stated by Janet Burton, who incidentally neatly sums up many of the motivators of our team “I really am pleased when weeks or months after a training session, people come up to me and tell me just how much they enjoyed the training, how much they use their new knowledge in their work and how much difference it has made to their output and efficiency.”

Janet Burton uses her experience of training and management to help people develop their skills, enhance their confidence and change for the better

Janet Burton uses her experience of training and management to help people develop their skills, enhance their confidence and change for the better

Other news

In March we delivered a tailored version of our One Nucleus one-day course Smart Working for Business Growth and Innovation for an NHS-related organisation.  Many thanks to Janette Thomas of Accentbio Ltd who stepped in to help us with this course. Also in March, Elisabeth presented and facilitated a discussion at an IMPI (Information Managers in the Pharmaceutical Industry) meeting on “How Information Management roles are evolving”.  Thank you to TFPL for putting this engagement our way. We are also continuing to periodically deliver a tailored one-day version of Smart Working for Business Growth and Innovation to an existing client – with two more sessions running in April. A new contract also kicked off in April for some Operational Excellence consultancy with an academic library. We are starting to review the proofs for our publication with Gower “Knowledge Management in the Pharmaceutical Industry” – which is now scheduled for release in September. Last but not least, we are looking forward to our forthcoming courses with UKeIG  “Getting Better at Everything you do” (May 14th in London), and with Shaida Dorabjee “Marketing and Internal Change” (4th June, also in London).

If you would like to find out more

Do get in touch if you would like to find out more about RiverRhee Consulting, our range of off-site and in-house workshops, and how we can help you to create exceptional managers, enhance team effectiveness and create an exceptional team.  See the RiverRhee Consulting website or e-mail the author at elisabeth@riverrhee.com.

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Notes for the occasional project manager. RiverRhee Consulting Newsletter, January-February 2014

Support for new or occasional project managers

In November last year, Elisabeth Goodman ran an introductory one-day course on Project Management (Effective project planning and management) through TFPL for a group of Library and Information Professionals.  Although Project Management is now a recognised profession, with a range of educational and vocational qualifications available, there are still many people who find themselves needing to manage projects without having had any formal training for how to do so.  There are others who have had the formal training, but would welcome some continued support as they start practising their new knowledge and skills. Our course, and the key themes in this newsletter are for these occasional and new project managers.

Articulate and agree the project goal and scope

Articulating and agreeing the goals and scope for a project are a critical first place to start.  Without these it is impossible to sensibly plan the approach, timescale or the right people to be involved  It may take some iterations, through crucial discussions with the sponsor.  The project goal and scope may also evolve as you start finding out more about the subject of the project.

By the way, there is a strong overlap between managing change and managing projects – some would argue that the two are synonymous! This is something that we are looking forward to exploring further through the newly formed APM Enabling Change Special Interest Group (SIG) that Elisabeth has been helping to set up.

Build your team

Project teams need to go through the different stages of development to reach high performance just as operational teams do.  Unlike line managers though, project managers tend to have limited authority over their team members who are often ‘on loan’ from their day job.  Clarity of people’s roles and responsibilities on the team, and some active team building are therefore doubly important – themes that feature strongly in our various courses for enhancing team effectiveness.

Manage your stakeholders

It is crucial to have the right sponsor, at the right time for your project, giving the right messages and generally supporting you in mobilising the people and budget involved, and in influencing the other stakeholders.  This was a theme that came out strongly in our recent presentation, and the associated discussion at the APM Midlands branch: Facilitating operational excellence in and for business change projects.  Again, as in change management, it is important to understand who your stakeholders are, their attitudes, knowledge and skills in relation to the project, and what you need to do to engage, influence and support them through the project.

Develop your plan

Inexperienced project managers can find this the most daunting of their responsibilities.  It lends itself well to a brown paper and post-it exercise and can be done with the whole team. We used a decision tree in the TFPL course to help participants identify all the key steps and their interdependencies.  We annotated each step with how long we expected it to take, and then mapped the steps onto a timeline running from the anticipated start time to the anticipated delivery time. It also helped those who had been set a fixed deadline to be able to argue what might or might be possible from a more informed stand point.

Project plan

Manage your information and access available knowledge

Library and Information Managers usually have well developed skills in managing information and accessing knowledge that they can apply in their role as project managers.  Whereas we have found that making sure the team learns before, during and after a project has been completed is an ongoing challenge for many other project managers.  The range of information to manage includes the various documents describing the project and its status, anticipated risks and mitigation plans, decisions made (to avoid reinvention), actions and their status, and more!

Put some good working practices in place

As your team evolves you will not only want to consider how to manage your sponsor and other stakeholders, team member remits, project plans and associated information, but also such things as meetings and communications.  There is therefore lots of scope to engage team members in creating some strong working practices for the team. Objective external facilitators such as ourselves can help with carrying out team diagnostics and with supporting the team in shaping these good practices.

Other news

We have a strong portfolio of courses for our clients to choose from in 2014.  We have just announced the dates for our Introduction to Management course with One Nucleus and will be holding it in the lovely new facilities at theMelbourn Hub in South Cambridgeshire on the 26th-28th March.  Janet Burton will be running this course with Elisabeth Goodman.

We also have a new course on Conducting Effective Performance Reviews and Appraisals with One Nucleus, and those interested can read a case study and testimonial of an in-house course that we delivered on this topic.

If you would like to find out more

Do get in touch if you would like to find out more about RiverRhee Consulting, our range of off-site and in-house workshops, and how we can help you to create exceptional managers, enhance team effectiveness and create an exceptional team.  See the RiverRhee Consulting website or e-mail the author at elisabeth@riverrhee.com.

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Creating Exceptional Managers – RiverRhee Consulting Newsletter November – December 2013

EXCEPTIONAL MANAGERS CREATE EXCEPTIONAL TEAMS

Are you supporting your managers’ development to position them well for creating exceptional teams?

RiverRhee Consulting has been privileged to work with several very talented, enthusiastic and relatively new managers in recent months.  These managers have been keen to develop their skills in various aspects of those three magic circles that were originally described by John Adair, and are still the bedrock of effective team management today: developing the individual, building the team, and managing the task.

Manager's responsibilities

Elisabeth Goodman and Janet Burton worked together to deliver our new One Nucleus three-day Introduction to Management course to managers from four Life Sciences organisations.  Delegates commented on the value of “Learning from others and a real understanding of what I should be doing”, and “Reflecting on my experiences and seeing how I could have dealt with previous situations”, “Overall an excellent experience”.

Elisabeth also coached two supervisors in a customised version of our new Supervisor Training course and helped another Life Science organisation to define and implement an enhanced performance appraisal process.

In this newsletter we explore some of the emerging themes from our experiences with these managers and organisations.

EFFECTIVE PERFORMANCE REVIEW PROCESSES BUILD SUCCESS FOR THE ORGANISATION AND FOR THE INDIVIDUAL

Effective performance review processes are an opportunity to engage individuals in the goals and success of the organisation as a whole.  They are also a key vehicle for shaping individual roles and personal development.  Unfortunately negative experiences with such processes can lead to a loss of trust, a disinclination to ‘own’ personal performance reviews, and a disproportionate focus on how they will be used for salary or bonus assessments.

Some of the supervisors and managers that we worked with re-discovered the value of performance reviews and how to plan and manage SMART* objectives in a way that would reinstate positive attitudes within their organisations.

[*Specific, Measurable, Achievable, Relevant, Time bound.]

DIFFICULT PEOPLE ARE NOT NECESSARILY BEING DIFFICULT!

We know that we all have our own perspective on the world, and that this can influence how we communicate with each other, and yet it is easy to forget those differences as soon as someone is perceived as being difficult.

Psychometric tools ranging from Honey and Mumford’s Learning Styles, the NLP representational (or communication) styles, Belbin’s team roles and MBTI (Myers Briggs Type Indicator) can all help us to get a better understanding of our different perceptions and approaches to life and work.

If, even with the benefit of those insights, we still think that someone is being ‘difficult’ then there are various strategies at our disposal, such as active listening, coaching and assertiveness that could help a manager effectively address that situation.

THE ABILITY TO FLEX THEIR STYLE IS ONE OF A MANAGER’S GREATEST ASSETS

Different individuals within a team will draw on different aspects of a manager’s skills.  The team as a whole will require different management styles as it goes through the various stages of team development.  The ability of managers to flex their styles to best suit the individual and the situation is a topic that provoked a lot of discussion during our training courses.

The teams that we have been working with recently are all very local, but Elisabeth also facilitated a recent APM (Association for Project Management) East of England event where we explored the challenges and approaches for working with ‘far flung’ teams.  We have a project management related course, Effective project planning and management , which we ran for the first time with TFPL in November.

ENCOURAGING TEAM MEMBERS TO COME UP WITH POSSIBLE SOLUTIONS RATHER THAN PROBLEMS

Our third course with One Nucleus – Smart Working for Business Growth and Innovation – combines aspects of Lean and Six Sigma, Knowledge Management and Change Management, and focuses on good business practices such as identifying, analysing and resolving problems as they arise, rather than rewarding firefighting.

We included some of the problem solving techniques in our training for managers and supervisors, and whilst some people were already using the techniques in their organisations, others were keen to explore how they could use them to encourage their staff to come them with potential solutions, rather than just the problems.

NEWS ON OUR PUBLISHING ACTIVITIES AND ON CHANGE MANAGEMENT

We continue to be busy on the publishing front.  John Riddell and Elisabeth have now submitted their manuscript for “Knowledge Management in the Pharmaceutical Industry” to Gower.  This is approximately one year ahead of schedule so we are waiting to hear what the revised publication date will be.

On the publishing and Change Management themes, Elisabeth’s new book: The Effective Team’s Change Management Workbook is now available under our RiverRhee Publishing label, and is starting to receive some good reviews.

Elisabeth also ran an interactive seminar as part of CILIP’s Prison Libraries Group’s conference at Birmingham’s new library, entitled “Navigating change in an ever-changing world”.  In the face of cuts and changes in funding models, staff cuts and other changes, they agreed that the key was to adopt a navigator rather than a victim or stoical survivor mentality, to be clear about their goals (focusing on quality for their customers), and to seek out and address the root causes for wasted time and effort.

Birmingham Library

IF YOU WOULD LIKE TO FIND OUT MORE

Do get in touch if you would like to find out more about RiverRhee Consulting, our range of off-site and in-house workshops, and how we can help you to create exceptional managers, enhance team effectiveness and create an exceptional team.  See the RiverRhee Consulting website or e-mail the author at elisabeth@riverrhee.com.

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Supporting Growth and Innovation in Local SMEs. RiverRhee Consulting Newsletter, September – October 2013

Bringing a global perspective and experiences to a local community

RiverRhee Consulting’s networking and marketing media reflect our different areas of focus: team effectiveness, the Life Sciences, Library and Information management and also SMEs (Small and Medium Enterprises) in Cambridgeshire and Hertfordshire.

Networking and marketing media

This global perspective of our work and experiences is something that we share in the Social Media workshops that we run periodically in the local area.  Our next such workshop will be on Wednesday 9th October in Royston, in conjunction with The Training Manager.

Business development and innovation coaching

As we have mentioned in a previous newsletter, Elisabeth Goodman is now a registered and approved Growth Coach for the GrowthAccelerator.  This means that she can help SMEs to gain access to support and funding for coaching and training to help them to grow and innovate – something that businesses in the Cambridge area especially are not taking as much advantage of as they could.

Do get in touch via elisabeth@riverrhee.com if you would like to find out more about this.

Leadership & Management training

We are delighted to announce that RiverRhee has been appointed to deliver One Nucleus’s 3-day “Introduction to Management” course for leaders and managers in the Life Sciences, the next one of which will be running at Granta Park in Cambridge on the 23rd-25th October.  We are also very pleased to announce that Janet Burton is joining RiverRhee as a new Associate to help us deliver this and other training of this type.

Increasing personal effectiveness

We are continuing to receive interest in our MBTI (Myers Briggs Type Indicator) and NLP (NeuroLinguisticProgramming) coaching to increase personal effectiveness, and to generally build stronger relationships within teams.  We have been providing this support in one-to-one coaching, small workshops and in team events.

Our latest video, filmed during Elisabeth’s and Lorraine Warne’s “Increasing Personal Effectiveness” summer workshop at the Cambridge Business Lounge, will give you a flavour of what this is about!

Our next workshop on MBTI will be on Tuesday 15th October in Royston, in conjunction with The Training Manager.

RiverRhee Publishing – supporting the local community!

Clients are often curious to know the derivation of our company name.  The river Rhee is one of the lesser-known tributaries of the river Cam.  It runs from the springs at Ashwell and on as far as Harston.  We have a couple of blogs about this on the home page of the RiverRhee Consulting website and have decided to take this local connection further, through our new publishing label, and the release of our first book by local historian Jonathan Spain: The Pilgrimage to our Lady of White hill.

We are also publishing a series of workbooks on themes relating to enhancing team effectiveness, the first of which, on Change Management, will be coming out in November 2013.

The Effective Team's Change Management Workbook

Look out for more details in our next newsletter.

If you would like to find out more

Do get in touch if you would like to find out more about RiverRhee Consulting, our range of off-site and in-house workshops, and how we can help you to enhance team effectiveness and create an exceptional team.  See the RiverRhee Consulting website or e-mail the author at elisabeth@riverrhee.com.

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Summer and the 3 Cs. RiverRhee Consulting Newsletter, July-August 2013

Collecting, connecting, creating

As Elisabeth Goodman mentioned in her recent blog – Umbrella 2013, a view from a CILIP trainer – there are some common themes in Information and Knowledge management in terms of collecting information and knowledge in a form that can be made accessible to others, and then connecting people to these assets, and to each other to really make that information and knowledge flow.

The ultimate goal of these activities is of course to enable us to create ideas and opportunities that will lead to incremental improvements in what we do, or to break-through innovations.

We thought this would be a great theme for our summer newsletter as summer holidays are traditionally a time to collect new experiences or to simply relax and pick up pebbles on the beach; to connect with friends and family or our own inner thoughts; and to create new energy and ideas for the coming months.

Collecting

Collecting

A lot of RiverRhee Consulting’s work also centres around these 3 Cs: we help teams to collect facts, perceptions and insights relating to what they do; to reflect and connect with these insights and with each other; and to then create and implement improvements to their work as a team.

Collecting

Any effective initiative makes use of sound facts and data.  Information and Library professionals have a vital role to play in helping to make the wealth of in-house and external information more accessible to individuals within an organisation.

We are now all ‘knowledge workers’, and so tapping into what we already know should be a prerequisite for anything that we undertake.  It is something that the APM and Project Managers continue to be passionate about in advocating the collection and sharing of ‘lessons learned’ before, during and at the end of any project.

Operational teams can also benefit from collecting facts and data on their work, and this is something that we support through the use of team ‘temperature checks’ or diagnostics, and as part of the Lean Sigma ‘Measure’ phase as input for analysis and discussion in team workshops.

Connecting

Connecting

Connecting

Elisabeth Goodman has been doing one-to-one consultations using the MBTI (Myers Briggs Type Indicator) psychometric tool to help people gain a deeper understanding of their strengths and of how they can use these insights in both their personal development and in their interactions with others.  This makes MBTI a powerful tool for team building activities – and Elisabeth will also be using this in her work with a client in September.

One of the four dichotomies in MBTI describes where we prefer to focus and draw on our energy.  In a sense this is also about how we prefer to connect: outwardly in interaction with others, or inwardly through quiet reflection.  (Of course, as with the other dichotomies, many of us will like a mixture of both.)

Information and Knowledge Management resources and processes also provide the means for connecting with hardcopy or electronic resources, and for connecting with other people either individually or as part of a community.  Elisabeth’s latest article in her and John Riddell’s ‘Knowledge Management Surgery’ explores how understanding the MBTI personality profiles could help with many aspects of Knowledge Management.

NLP is also a powerful tool that we have been using to foster personal understanding and for team building.  Lorraine Warne and Elisabeth are running a workshop in Cambridge on the 24th July Increasing your Personal Effectiveness, which will give delegates an opportunity to explore both of these techniques alongside each other.

Creating

Creating

Creating

This brings us back to the last of our 3 Cs that we mentioned in our introduction.  If we have our facts and data, our experiences, our insights, and reflect on them individually or with others, we can start to identify new ways of doing things.  We can come up with new products, services, improvements to our processes, and ways to achieve a high performing team.  We can be in the flow, enjoy what we do and achieve great things!

Speaking of which, John and Elisabeth have completed the body of our book – Knowledge Management in the Pharmaceutical Industry - and are now reviewing the content with contributors.  We anticipate getting the final product to our publisher, Gower, by then end of the year, 10+ months ahead of our delivery date…

If you’d like to find out more

Do get in touch if you’d like to find out more about RiverRhee Consulting, our range of off-site and in-house workshops, and how we can help you to enhance team effectiveness and create an exceptional team.  See the RiverRhee Consulting website or e-mail the author at elisabeth@riverrhee.com.

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