How to create exceptional managers and teams – a snapshot. RiverRhee Consulting newsletter, January – February 2016.

By Elisabeth Goodman, 12th February, 2016

The seminars and workshops that we have been delivering during January and February have been typical of our work in enhancing team effectiveness.  So we thought we would share four aspects, and eight tools representing some of the most popular approaches.

  1. Building an understanding of the strengths within your team
    • OPP’s MBTI ‘flip-a-type tips’, and Belbin’s Team Roles
  2. Fostering individual development
    • The GROW model of coaching, and ‘clean questions’
  3. Enabling change
    • Common factors for successful change, and creating navigators rather than victims of change
  4. Simple tools to enhance your effectiveness
    • Lean Sigma’s 5S, and the Mind Gym’s ‘5Ds’

Building an understanding of the strengths within your team

We started the year with a team workshop using OPP‘s MBTI ‘flip-a-type tips’.

OPP's MBTI Flip-a-type tips

OPP’s MBTI Flip-a-type tips

It’s an insightful tool for understanding the dynamics between people. Through it you can explore your respective strengths and how to work more effectively together and build stronger relationships within the team.

The Belbin Team Roles also continue to provide valuable insights on how to make good use of the diversity within a team and also the gaps that the team might want to address.  We delivered two in-house courses where we used scenarios to bring this diversity to light.

Fostering individual development

The GROW model of coaching continues to be a favourite in our team workshops and management training courses. This simple tools enables managers to switch from a directive to a supportive approach, and to cultivate individuals’ ownership and initiative in solving their problems.

GROW - a coaching model

GROW – a coaching model

Active listening and open questions are key to a manager’s effectiveness as a coach. I’m exploring ‘clean questions‘ with my peers in my NLP learning group as an additional tool to support this.  More on this in due course.

Enabling change

Managers and teams are subject to continuous change – whether they are leading it or dealing with its implications.  I’ve spoken in two recent seminars in my capacity as committee member of the APM Enabling Change SIG and as a practitioner / trainer in managing change. Delegates at one of the seminars had a good discussion that have helped us to identify more common factors for managing successful change.

I also continue to be passionate about the things we can do to create navigators rather than victims of change.

Creating navigators rather than victims of change

Creating navigators rather than victims of change

Simple tools to enhance your effectiveness

We’ve delivered two Lean Sigma courses this month during which I introduced our new 5S video developed for us by John Stinson.

5S video by RiverRhee

5S video by RiverRhee

Like many Lean Sigma tools it gives you a structured approach to a relatively simple concept that can make a big impact on an individual’s or team’s work. Several of our delegates indicated that they would be applying it to their desk, in their labs or in their storage areas.

How to make better use of their time continues to be one of the challenges faced by the managers attending our courses. The Mind Gym’s mantra that “there will never be enough time” to do all the things we want to do, but the main thing is to be happy about how we are using it, continues to strike a chord.  The “5 D”s combined with Stephen R. Covey’s urgent/important matrix are simple tools that are popular with our delegates.

The 5 Ds for managing time

The 5 Ds for managing time

What’s next?

Our portfolio of courses can be adapted and expanded to match your own portfolio of requirements so that your managers and teams get just the training and development that they need.  For instance we have recently carried out a training needs analysis for an SME and designed a one-day Management Training workshop for their managers.  And we have created a couple of new half-day courses at the request of another organisation one of which “Effective Influencing and Communication” has now been added to our portfolio.

We can carry out a training needs analysis for your organisation and design the right content just for you.  Or you could take a look at the full list of RiverRhee’s training courses and contact us with your choices.

Do get in touch to help us deliver the right portfolio and approach for you.

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Training the trainer – our top five tips. RiverRhee Consulting Newsletter, May-June 2016

By Elisabeth Goodman, 1st June 2016

Why share our tips on training?

One of the cornerstones of RiverRhee’s way of working is that we pass on the capabilities that we teach, through our training and coaching, for our clients to support themselves after our work with them is done.   So it was with some pleasure that I learnt recently that the US colleagues of one of our regular clients in the UK are now running their own version of our one-day Introduction to Lean and Six Sigma course.

It also made me realise that one capability we had not explicitly shared was how to deliver training. Perhaps our client had learnt this through emulation of what had worked well when we worked with them.

For the benefit of this client, and for others, here are our reflections on what we believe contributes to effective training.

  1. Use a why, what, how, so what format
  2. Include a combination of approaches to support different learning styles
  3. Share stories and case studies
  4. Create a relaxed and enjoyable atmosphere
  5. Make it easy to take away key learnings
Meena Chidambaram receiving her certificate after completing one of our courses

Meena Chidambaram receiving her certificate after completing one of our courses

Use a why, what, how, so what format

I learnt this approach in my NLP Practitioner training and have found it invaluable ever since. When introducing each topic in a course we either ask the delegates, or suggest reasons ‘why’ this particular subject might be important to them – so that they want to find out more. For Lean and Six Sigma it’s about finding ways to streamline and improve the way they work so that they can consistently deliver value to their customers and make better use of limited time and money.

The ‘what’ is a description (only as long as necessary) of what the topic consists of – perhaps with some background on its origins, the key principles, frameworks, tools etc.

Click here for information on RiverRhee's training on Lean and Six Sigma

Click here for information on RiverRhee’s training courses

The ‘how’ consists of the ‘nuts and bolts’ – how to apply the principles and tools.

The ‘so what’ is the opportunity for delegates to consider what they will do with their new knowledge once they are back at work.

Include a combination of approaches to support different learning styles

We learn from a young age to “show and tell”. It’s because some people learn more easily from being able to see things (visual cues), others from hearing (auditory cues). There are also people who are more kinesthetic – so that being able to touch things will help them, and auditory-digital people will benefit from more detailed explanations and examples. These different representational styles are also ones I learnt about in my NLP Practitioner training.

We cater for these different styles through the use of visuals on slides or flip charts, giving presentations, using videos. We have lots of discussion and examples. And we have hand-outs and various study aids that people can handle and refer to.

MBTI - Step II Facet Feedback Cards provide compelling visual and kinesthetic support for learning

MBTI – Step II Facet Feedback Cards provide compelling visual and kinesthetic support for learning

Honey and Mumford’s Learning Styles describe preferences for theory, reflection, action and pragmatism. So we give background on what we teach, allow time for private reflection, practice in pairs and small groups, and we base all our courses on people’s own challenges, projects, processes and situations.

Include stories and case studies

Telling stories also dates to our childhood and indeed to the early stages of humanity. Just beginning a story triggers a different level of alertness and receptivity. Stories are fun to tell, and fun to listen to. They are an extraordinarily powerful way to get a message across. They don’t have to be strictly true.

Case studies are a form of story – the fact that they are based on something that really happened is what gives credibility to the lesson that you wish to reinforce. Again having visuals will help to give them strength, as will testimonials from the people who were involved.

Create a relaxed and enjoyable atmosphere

People will learn most effectively if the atmosphere is right. Our favourite training venue has lots of natural light and space to move around in. It is far removed from our delegates’ normal place of work so that they can focus with minimal distractions. Refreshments are close to hand.

We often use two trainers and play off the dynamic between us to create a sense of fun and relaxation. We believe people learn better when there is laughter. We watch out for body language and other cues that tell us when people are engaged, confused, need a rest or change of pace.

Delegates enjoying a moment at one of RIverRhee's courses

Delegates enjoying a moment at one of RiverRhee’s courses

Make it easy to take away key learnings

Coming on one of our training courses is an opportunity to take time out to reflect on challenges and learn and practise new skills. The price to pay is the extra work to catch-up on when back in the office or lab, with the associated risk of all the new learning being buried in a drawer along with the course notes.

We ask delegates to complete some pre-course questionnaires and exercises to help them identify what aspects of their work they will focus on during the course. We pause and encourage them to record key insights and actions they would like to take at intervals throughout the training. We make time for them to recap, share and so commit to what they will take away do at the end of the day.

What will you do with these training tips?

How do these points relate to your own views on what makes for effective training? Which if any are you applying, or will you apply?

We always welcome conversations around what we share in these newsletters and what we do.

For those of you based at the Babraham Research Campus near Cambridge, UK, do come and see us at our exhibition stand in the Bennett building on Thursday 30th June.

And of course you are always welcome to sign up for one of our training courses to experience our approach for yourself. Our next one is the Introduction to Management on 21st-23rd June and details of this and our other courses can be found at http://www.riverrhee.com

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 create exceptional managers and teams.  See the RiverRhee Consulting website or e-mail the author at elisabeth@riverrhee.com.

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Focus on Lean and Six Sigma. RiverRhee Consulting Newsletter, March-April 2016

By Elisabeth Goodman, 7th April 2016

We’ve had a bit of a focus on Lean and Six Sigma in recent months, so it seems appropriate to make this a feature of today’s newsletter, especially as the last time we covered this topic was back in 2011 in Ten Top Tips for Successful Lean and Six Sigma Implementation – RiverRhee Consulting – February 2011.

MBTI sensing

Focus on Lean and Six Sigma

The focus of our previous newsletter on Lean and Six Sigma was on how to ensure successful implementation – and so this had to do a lot with managing change.

The current newsletter will highlight aspects of the principles and methodology that are resonating most with delegates on our one-day Introduction to Lean and Six Sigma, and our modular ‘Green Belt’ course for more expert practitioners.  (There is more information on our Lean Sigma training on the RiverRhee website.) I will use the DMAIC (Define, Measure, Analyse, Improve, Control) framework as the context for this.

Engage with your customers to define your goals and your approach

We are often so focused on HOW we are doing our work that we forget WHY we are doing it.  At the end of the day, our business, and our teams only exist because we are delivering something to our customers, be they colleagues in another department, or the ultimate buyers or users of our services.  We generally think we know what our customers want from us, from the result of marketing surveys, or from the occasional feedback that we get.  But do we really know?  Lean and Six Sigma has many useful tools to help us truly understand our customers’ requirements, and hence what our goals should be and how we might arrive at them.

customers

We need to talk to our customers to truly understand their requirements

There is nothing like real measures to give you insights on what can be improved

Just as we think we know where the problems are in our work, perception will only take us so far and may be mis-guided.  Lean and Six Sigma teaches us how to follow the process: to monitor exactly what’s happening and gather data to give us baselines and targets for improvement.  These data are also invaluable in our communications with senior managers, colleagues, suppliers and customers when we need to influence them to support us in the changes that we want to make.

It’s surprising how powerful analysis and the resultant root causes can be for finding effective solutions to problems

I share a simple story about the Jefferson Memorial Building to help delegates understand the power of root cause analysis.

jefferson memorial coloured

Illustration of the Jefferson Memorial Building from “The Effective Team’s Operational Excellence Workbook”, RiverRhee Publishing, 2015

We know that the most effective treatment of diseases will always be to tackle the causes rather than the symptoms.  It’s the same with the problems we encounter in our work.  Taking time to analyse our problems will enable us to find the most effective solutions.  In the long term this approach will help us to make time so that we can engage the talent and creativity of our staff in innovation rather than fire-fighting.

Click here for information on RiverRhee's training on Lean and Six Sigma

Click here for information on RiverRhee’s training on Lean and Six Sigma

Being open to new, and not necessarily obvious ideas for improvement can yield interesting results

All of our training courses are interactive and centred around the actual challenges and day-to-day work of our delegates.  When they are exploring ideas for addressing the root causes of their problems, I encourage them to have lots of fun with this.  Anything goes! It’s often something among the last few ideas, sometimes from people who are not even directly involved in their work, that turns out to be the ‘winning’ solution.

Follow-through on the impact of the solutions through the control phase is invaluable

The last phase of DMAIC is the control phase.  This is where delegates are encouraged to monitor the impact of their improvements and to what extent they have delivered the anticipated benefits.  Again, it is this kind of measurement that will provide the information on return on investment that may be important for senior managers.  Results also provide the compelling stories to share with others who might be considering whether or not to adopt this way of working.

Figure 5.1 Embedding change

Embedding new ways of working. Illustration taken from “The Effective Team’s Change Management Workbook”, RiverRhee Publishing, 2013

Click here for information on RiverRhee's training on Lean and Six Sigma

Click here for information on all of RiverRhee’s training for managers and teams

Forthcoming courses and other news

Our next one-day “Introduction to Lean and Six Sigma” will be on the 10th May.  Do get in touch to book a place or for more information on this or our tailored modular “Green Belt” course for more expert practitioners.  There is also more information available on our Lean Sigma training on the RiverRhee website

We also have upcoming courses on Managing Change, on Project Management and our popular 3-day Introduction to Management.

I am also delighted to announce that John Hicks has joined our RiverRhee Associate team, bringing invaluable coaching skills to support our work with new managers.

If you’d like to find out more

More information on the workbooks referenced in this newsletter and how to order your own copy can be found on the RiverRhee Publishing page.

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 create exceptional managers and teams.  See the RiverRhee Consulting website or e-mail the author at elisabeth@riverrhee.com.

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A second look at project management. RiverRhee Consulting Newsletter, November – December 2015

By Elisabeth Goodman, 26th November 2015

Why a second look at project management?

We have been running an introductory course on project management for Library and Information Professionals for a while now, through TFPL. This has just been rebranded as Successful Project Management.

We also include a short module on “Managing Projects, Processes and Problems” in our Introduction to Management course and find just this summary slide very effective to tease out challenges and opportunities for managing projects more effectively.

Project Management summary slide

One slide overview of some of the key components of project management

And our one-day course on project management for those working in science based industries has just been quality assured and approved for addition to our offerings via Cogent Skills.

Many people are expected to lead projects without having received any or very little formal training.  Although there are a lot of in-depth courses available for project managers, we’ve found we can make a big difference with just our one-day overview of the basics.

This newsletter picks up on four aspects of project management that have been cropping up quite regularly in our courses.  It also builds on one of our previous newsletters: Notes for the occasional project manager.

Working in a matrix environment – project charters

Many of the people we work with are both line and project managers.  Or they are managing people who also report to someone else in a matrix environment.

P1090047.JPG

Managers exploring aspects of their responsibilities during RiverRhee’s November 2015 Introduction to Management course

Either way, it can be quite challenging to ensure that project team members have the support from their line managers, and are themselves committed to providing the time and attention that the project leader needs.

Individual project charters are a relatively simple tool that can facilitate conversations between the project leader, individual team members, and relevant line managers to discuss and agree roles, responsibilities and time commitments.

We recognise that project priorities will change, and individuals may be involved in more than one project, but the project charter provides a starting point for facilitating further conversations and agreements.

What to do if the project is not initiated by the project leader; how to influence your business development team

Many of the managers that we work with ‘inherit’ their project from someone else.  Sometimes this is the business development team who liaises directly with the company’s customers.  Or it may be another member of the management team.

The consequence is that the project comes to the project manager with the timelines, budgets, resources already defined.  They are not necessarily realistic, and may not be open to renegotiation.

In the spirit of sharing knowledge and experience, continuous improvement, and learning in general, one approach might be to invite those who initiate projects, such as the business team, to project reviews. That way they can hear first hand what the impact of pre-defined timelines, budgets and resources have been on the project, what happened in practice, and what might be done differently next time.  There is more on learning reviews below.

Learning reviews

How to capture and make optimum use of learnings from projects is a perennial topic of conversation amongst both project and knowledge managers.  Project teams often do not make the time to reflect on how the project went, and to identify what successes they might build on in future projects, as well as what they might do differently.  Where they do capture such learnings, organisations seldom have a mechanism to act on these learnings in their future work.

We recently provided advice, organisation and facilitation for a retrospective learning review workshop for an organisation. The workshop participants identified 21 recommendations to act upon as a result of the learning review.  The organisation will also be adopting a simplified version of the learning review to support all future projects.

Risk management is not just for Health and Safety, nor just for Quality Assurance audits.

There is a lot of cross-over between the different disciplines that we support, as illustrated by a couple of seminars that I have recently co-led for the APM in my capacity as committee member for the Enabling Change Specific Interest Group (SIG).

We introduce our delegates to the FMEA (Failure Mode Effect Analysis) matrix used in Lean and Six Sigma.  It is a variation of risk management tools used in project management, in Health and Safety, and for Quality Assurance audits.

Risk analysis matrix or FMEA

Risk analysis or FMEA matrix

Project teams that take the time to go through this kind of analysis at the start of their projects, can do so with the insights that they and others have learned in previous projects.  Like all project management tools it is one to keep very much alive, constantly referred to and updated throughout the life of the project.

Other news

We also continue to be included in the ‘on demand’ course list for CILIP, and are in fact one of the first CILIP recognised CPD providers.  Our courses with CILIP include:

RiverRhee’s 2016 course and date list for Life Science companies is now available.  It includes the details for our one-day Introduction to Project Management course.

We are in the process of developing half-day versions of “Effective Influencing and Communication” and “Time and Meeting Management” to deliver to a local Life Science company and would be glad to discuss either of these with any one else who might be interested.  We are also able to provide training / coaching in Sales and Marketing.

We have also had expressions of interest for our new half-day “Management Development” workshop which uses the Myers Briggs (MBTI) tool to help participants gain more in-depth insights on their style as a manager and how to interact more effectively with others.  Do get in touch if you would like to join us for this.

Last but not least we could not resist sharing this wonderful testimonial from one of the delegates at our November Introduction to Management course: “I have been on numerous courses and this was by far the best.  Fantastic content, delivery and above all instructors.”

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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Focus on collaboration. RiverRhee Consulting Newsletter, September – October 2015

By Elisabeth Goodman, 13th October 2015

Why focus on collaboration?

I like to pick a topical theme for these bi-monthly newsletters, and, although the projects that RiverRhee has been engaged in since the summer have been quite a mix, collaboration seems to be a tidy theme to blend them all together.

Collaboration is also the topic I chose for my latest blog (Is it psychobabble? How better understanding can lead to better collaboration).

Finally, the autumn issue for APM’s Project magazine includes a highlighted blog on collaboration, and also an article featuring collaboration as one of three magic words for project management [1]– so they confirmed my choice of theme!

As defined in the APM highlighted blog “Don’t be seduced by the drive to collaborate” (Jim Dale, 6th June 2015) collaboration is: ‘the action of working with someone to produce something’. Whilst Dale’s blog focuses on collaboration (or alliances) between organisations, RiverRhee’s focus is more on how to promote effective collaboration within organisations.

Delegates collaborating during an Introduction to Management course

Delegates collaborating during an Introduction to Management course

The three aspects of collaboration addressed in this newsletter are inspired by:

  • The enthusiasm with which delegates in our Introduction to Management and Supervisor Training courses and Team Effectiveness workshops gain new insights about themselves and the people that they work with
  • The richness of opportunities identified when operational and project teams take the time to carry out team diagnostics or learning reviews to explore how they could work together more effectively
  • The tremendous benefits that teams can gain for example in idea generation, problem resolution, decision making and innovation from the support of a knowledge facilitator

Strength in diversity

When managers recruit new team members, there is a risk that they will recruit very similar people on the premise that this will result in greater team harmony. However, as our delegates learn, a team is enriched by the diversity that their members can bring.

A high performing team is where that diversity is nurtured. It is where the manager, as well as each team member has learnt to understand their own and each other’s strengths, and how they can use these strengths and support each other to collaborate more effectively.

In the past few weeks Janet Burton and I have used role-play based on the Belbin team roles in our Introduction to Management course to help people appreciate how this approach to diversity can enrich the work of their teams. We have also used resources such as OPP’s ‘Flip-a-type-tips’ with delegates in a Team Effectiveness workshop to understand people’s MBTI profiles and how to enrich communication and support colleagues in times of stress.

OPP's MBTI Flip-a-type tip

OPP’s MBTI Flip-a-type tip

I am pleased to say that we have enriched the diversity of our own team by adding Liz Mercer as a RiverRhee Associate. You can find out more about Liz and our other Associates on the “Who we are” page of our website.

Continuous improvement for teams

There are some powerful knowledge management techniques to help teams learn from their experiences and so improve the quality of their collaborations. John Riddell and I helped to design a Learning Retrospect, or Learning Review for one team, which I then facilitated.

A Learning Retrospect is usually carried out at the end of a project, and can last a half-day or longer in a workshop-style environment. It can review the whole history of a project, and is usually more formally structured and facilitated than the more widely known and adopted After Action Review (AAR).

Because of the depth of information to be covered, the questions are typically explored through written as well as verbal dialogue, for instance through the use of a pre-workshop survey, followed by the workshop itself.

Radar diagramme showing the use of a rating scale for a team diagnostic

Radar diagramme showing the use of a rating scale for a team diagnostic

We have found that the use of a rating scale, and portrayal of the results on a radar diagramme, supported by summarized textual comments, to be powerful enablers of in-depth conversations, and productive triggers for recommendations for improving the team’s collaboration.

Knowledge facilitation

Another aspect of knowledge management that John and I have been engaged in is developing “A short module designed to introduce Library and Information Professionals to their potential to foster effective knowledge sharing and collaboration in their organisation.”

This free online course, now available on CILIP’s (Chartered Institute of Library and Information Professionals) Virtual Learning Environment (VLE), shows how these “Knowledge Facilitators” can add their subject knowledge and professional skills to those of the team that they are supporting and so enhance the quality of decision making, innovation and other activities arising out of effective collaboration.

Screenshot of our video as part of the CILIP VLE course on 'Adding value as knowledge facilitators'

Screenshot of our video in CILIP’s new VLE course on ‘Adding value as a knowledge facilitator’

The course can be accessed on the CILIP VLE website.

Conclusion

I’ve shared a few ideas about how you might enhance the collaboration within your team. Which of these might you explore? Are there other approaches that you have found can really make a difference to how well you and/or your colleagues collaborate?

About RiverRhee Consulting

RiverRhee Consulting has been delivering training, mainly in the form of workshops, and coaching since 2009.

Subject areas include:

  • Supervisor and management skills.
  • Team building & effectiveness.
  • Operational excellence (Lean and Six Sigma).
  • Change management.
  • Project management.
  • Knowledge management.

We are training providers for several library and information groups such as CILIP, Aslib, TFPL, and for One Nucleus and Cogent Skills.

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 and teams in 2015 and beyond.

Further notes

[1] Clare Belsey. Three magic words. What is the difference between collaboration, interfacing and integration on a construction project? Project, Autumn 2015, pp.64-65

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New opportunities for the Autumn? RiverRhee Consulting Newsletter, July – August 2015

By Elisabeth Goodman, 14th August 2015

Summer holidays – a time to think about and try something new?

A place for reflection on holiday

A place and a time for reflection….

July and August are a strange couple of months with colleagues going and coming back from holiday. Work can become fragmented as a consequence, but it can also be a very energising time with a bit of peace and quiet to think about and try something new.

We’ve been doing a bit of the latter, so that I’m using this relatively short newsletter to share some of our thinking about potential new courses and see if any of them might appeal to you.  I’ve also listed the courses that we have scheduled for the Autumn in case you would like to sign up for one of those.

Potential new courses

One of the ways in which we have been developing our thinking is in discussion with other organisations.  So for instance:
RiverRhee, which delivers the Introduction to Management, and Supervisor Training (and other) courses, and Perla Development, which delivers the Leading Virtual Teams course, are considering offering two new courses for One Nucleus members, and would like to gauge your interest in these.

Open Innovation from a Biotech or CRO perspective
Are you considering or already engaged in a collaborative working relationship with Pharma, the NHS, Academia and others? Would you like some guidance on how to do this more effectively? RiverRhee is considering putting together a one- to two- day course to explore the challenges and opportunities of collaboration in an Open Innovation environment.

Topics could include:
• What is Open Innovation, why do it? Developing a definition for your organisation
• Exploring case studies from other organisations
• Developing a strategy / roadmap for your organisation
• Identifying and addressing challenges, best practices and opportunities (organisational, cultural, technological, IP etc.)
• Developing individual action plans

Trainers and facilitators would include subject matter experts with direct experience of the various aspects of the course. Please contact Elisabeth Goodman (elisabeth@riverrhee.com, 07876 130 817) if you would be interested in participating as a delegate, or as a trainer/facilitator.

Management Development Workshop – deepening your management skills
Have you had some training in, or experience of, management and would like to explore ways to deepen your skills? Would you like to understand your strengths and potential blind spots better and use them to greater effect in your interaction with others?

As a manager and leader in your organisation it’s sometimes hard to deliver your team goals effectively. Successfully getting work done through others, effecting the change you want to make and influencing those above you takes self-awareness, self-management and an ability to maintain effective working relationships – the core elements of Emotional Intelligence.

“The rules for work are changing. We’re being judged by a new yard-stick: not just by how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other” – Daniel Goleman: Working with Emotional Intelligence

Using the Myers Briggs Type Indicator as a platform for considering your work style, this half day workshop would create new insights on how to build on your natural style as a manager and work on steps to help you interact more effectively with others.

Have you recently attended the RiverRhee Introduction to Management or Supervisor Training courses, or have you been a manager for a while now and want to make a step change in your performance?

Do get in touch with either Elisabeth Goodman (elisabeth@riverrhee.com, 07876 130 817), or Liz Mercer (liz@perladevelopment.co.uk, 07825 229686).

The workshop could also be run within a single organisation for a group of interested managers.

Are you experiencing anxiety as the result of change in the workplace?  Is this affecting the quality of your work, or preventing you from achieving your targets?  Would you like to be feeling calm and in control of any change in your workplace? 

Managing and Dealing with Change
RiverRhee already runs a full-day course on Managing Change for business leaders, project managers and line managers which draws on a full range of behavioural and procedural concepts and techniques in a participative and practical way, to equip participants with the necessary skills and tools for effective business change.

If you are looking for something that will go deeper, and feel that you would like to address the anxiety that is affecting your ability to deliver, you may be interested in our proposed additional half-day course on Dealing with change. The course, which will also be available in-house and on a one-to-one basis, will help you to:

  • Understand the nature, root cause and triggers of your anxious responses to change
  • Access resources and solutions that will help you to address that anxiety
  • Begin to practise and embed your new responses to change

If you would like to enquire about our new Dealing with change course, please get in touch with Elisabeth Goodman (elisabeth@riverrhee.com, 07876 130 817).

Other courses available to you in the Autumn

We’ve been getting some wonderful feedback on our courses, and recently included the following testimonials in the publicity that we circulated for an exhibition stand at the Babraham Research Campus in Cambridge.

“The two trainers were brilliant. Very knowledgeable, fun, engaging and I would recommend this course to any managers.”

“The atmosphere of the course was fantastic and the course content covered all the areas I needed help on. The one-to-one coaching session was especially helpful.”

“I thoroughly enjoyed the course, certainly an eye-opener – both trainers incredibly knowledgeable and very easy to listen to!! Thank you! P.S. Will highly recommend.”

If you would like to access similarly positive experiences, then you might like to consider one of our courses that have been scheduled for the Autumn – details of which are available through the RiverRhee Consulting website.

  • Introduction to Management (3-day course) – 22nd – 24th September
  • Managing Change (1-day course) – 12th October
  • Introduction to Lean and Six Sigma (1-day course) – 2nd November

Other courses that are available on demand include:

  • Building Highly Effective Teams
  • Supervisor Training
  • Conducting Effective Performance Reviews and Appraisals
  • Effective Project Planning and Management
  • Myers Briggs Type Indicator (MBTI)
  • Belbin Team Roles

Happy Holidays if you are just about to go – welcome back and I hope you are feeling refreshed if you have just come back!

About RiverRhee Consulting

RiverRhee Consulting has been delivering training, mainly in the form of workshops, and coaching since 2009.

Subject areas include:

  • Supervisor and management skills.
  • Team building & effectiveness.
  • Operational excellence (Lean and Six Sigma).
  • Change management.
  • Project management.
  • Knowledge management.

We are training providers for several library and information groups such as CILIP, Aslib, TFPL.  Discounts are available for One Nucleus members, and through the Cogent Skills, Skills for Growth programme.

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 and teams in 2015 and beyond.

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The curious learner. RiverRhee Consulting Newsletter, May-June 2015

By Elisabeth Goodman, 13th June, 2015

Why be a “curious learner”?

I have just come back from an invigorating visit to Belgium and the annual awards ceremony for the students of the British School of Brussels (BSB), my ex-school and one that my father, Mike Goodman, was a co-founder of.  The school’s motto is “Learning together, inspiring success” and both the Principal of the school Sue Woodroofe, and the attending BSB Trustee, Belgian Minister of State Mark Eyskens, helped to drive this message home.

Leuven University Library

Leuven University Library – BSB students are presented with their annual awards in the nearby University hall.

The second influence for this newsletter’s theme actually came a few days earlier in the form of an article in The Observer of 7th June by Ian Leslie, author of “Curious: The Desire to Know and Why your Future Depends on it”. This is where I came across the phrase “curious learner”. Leslie’s observations on the importance of enquiring minds and continuous learning to create the intellectual capital that is crucial to today’s innovative world really struck a chord.

So what is the connection with RiverRhee Consulting?

We at RiverRhee are continuously developing our own knowledge

Sue Woodroofe suggested that the purpose of learning should not just be one of imparting knowledge, but of giving students the means to develop their wisdom! Ian Leslie suggested that we should be helping students to become not only specialists (suited for specific jobs) but also generalists, with a curiosity that enables them to span many disciplines; echoes perhaps of the likes of Leonardo de Vinci and the Renaissance man, but also of successful modern day managers and entrepreneurs such as Steve Jobs and Richard Branson.

We are striving for something like this in developing our own knowledge at RiverRhee, continuously learning about new areas that will bring novelty and added depth to all of our offerings for enhancing team effectiveness and for creating exceptional managers and teams.

So for instance I attended the first of what I hope will be many more workshops with David Hall from The Ideas Centre to enrich how we facilitate workshops (see Facilitation – some new ideas) in general, and also approaches to continuous improvement in our Introduction to Lean Sigma training.

Using lego with The Ideas Centre for solution development

Using lego with The Ideas Centre for solution development

I have been exploring Motivational Maps with Joy Bemrose of Winning Workplace (this is also something that our Associate Lorraine Warne can also support) as something additional to share in our Supervisor Training and Introduction to Management courses. How to motivate their direct reports is something that our delegates often flag as a particular challenge.

Janet Burton and I are always looking for ways to deliver greater value to the delegates in our Introduction to Management course. The feedback that we receive is invaluable for this, but we are also going to pilot a new approach in next week’s course: inviting a guest speaker to lead a 30 minute slot on a new topic that we believe will be of interest. Next week’s guest is Jacqui Watson of SymplyChange Ltd, speaking on Transactional Analysis as an additional resource for dealing with difficult situations. We are open to suggestions as to what will appear in September’s course.

I have been working with another of our Associates, Margie Gardiner to develop some further content, in response to a customer’s request, for our Introduction to Lean Sigma course. Like many approaches to Lean and Six Sigma, ‘5S’ (Sort, Store, Shine, Standardise, Sustain) provides a relatively simple but structured approach for better organising and streamlining our work, and thereby make better use of our time and resources. This added content will also appear in my latest workbook “The Effective Team’s Operational Excellence Workbook” that will be coming out shortly.

Other ways in which we help our clients to be curious learners

Our ideal clients are those who come to us because they have a desire to learn some new principles and tools that will enable them to address their challenges at work. So we take an “action learning” approach to our workshops, and in our coaching and consulting. Our clients bring their challenges. We teach them some approaches. They apply the approaches and gain new knowledge and skills, as well as real solutions to their challenges.

People come to us as curious learners, and hopefully they continue as such beyond their interactions with us.

So our management workshops are very interactive, as shown in our latest RiverRhee Consulting: Management Workshops video.

An interactive exercise in our Introduction to Management course

An interactive exercise in our Introduction to Management course

As delegates to our November Introduction to Lean Sigma course will discover this topic is all about stimulating continuous learning for continuous improvement.

John Riddell’s and my upcoming conference ‘master class’ at CILIP’s 2015 conference will be promoting “learning before, during and after” to enable library and information professionals to act as ‘knowledge facilitators’ in their organisations.

Last but not least, October’s Managing Change course will continue to encourages those working in Life Science based organisations to learn to understand those affected by the change in order to more effectively deliver change programmes. In fact I was interested to hear Belgian Minister of State Mark Eyskens’ assertion that our general understanding of cognitive behaviour i.e. how we all think and operate, lags far behind many other branches of our knowledge. No wonder that their own and other’s behavioural reactions to change is the aspect that so many leaders of change find the most challenging!

Time to have some more conversations with Lorraine Warne on how NLP is an “instruction manual for the mind”.  We can learn a lot from personality tools such as MBTI and Belbin Team Roles too as per this recent testimonial from one of our clients: “I’m sure I speak for all of the team when I say how informative and valuable yesterday’s [Belbin Team Roles] session was.  I know that we will be able to use this new-found knowledge to grow stronger individually, as a team and as a business – thank you.”

Closing thoughts

I continue to do voluntary work as a Trustee with The Red Balloon Learner Centre in Cambridge, and have also recently become involved as a volunteer assisting the Cambridge Area 14-19 Partnership.  It is extremely rewarding to contribute to young people’s learning in this way and to gain a window into their world which is so insightful for our own approach to work and life in general.

I’d like to finish by quoting another article, this time in the Observer Magazine of 7th June, with Stephen Mangan who said: “I’d like my kids to know that everyone’s making it up as they go along. You want to find that balance between self-confidence and arrogance, and an ability to enjoy the moment versus an ambition to improve.” I might suggest replacing the word “arrogance” with “humility” and insert ‘by being a curious learner” before the final full stop. I certainly agree that we should have fun and enjoy our continuous improvement journey!

About RiverRhee Consulting

RiverRhee Consulting has been delivering training, mainly in the form of workshops, and coaching since 2009.

Subject areas include:

  • Supervisor and management skills.
  • Team building & effectiveness.
  • Operational excellence (Lean and Six Sigma).
  • Change management.
  • Project management.
  • Knowledge management.

We are training providers for several library and information groups such as CILIP, Aslib, TFPL.  Discounts are available for One Nucleus members, and through the Cogent Skills, Skills for Growth programme.

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 and teams in 2015 and beyond.

Elisabeth Goodman receiving the Cogent Skills Assured Training Provider certificate on behalf of RiverRhee Consulting

Elisabeth Goodman receiving the Cogent Skills Assured Training Provider certificate in May, on behalf of RiverRhee Consulting

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