By Elisabeth Goodman, 16th April 2015
“I would just like to reiterate that these last three days have been great, and gave me a lot of ideas and things to explore further. You make a great team, and have been amazingly welcoming to all of us!” Quote from a delegate at our March Introduction to Management course.
An important aspect of our training courses and workshops, and one that our customers repeatedly cite in their feedback, is the time that we give them to think about their work, and the strategies and tools to explore how they could go about it differently.
As you are kindly taking the time to read this newsletter, we thought we would share with you five ways in which you too might like to think differently.
Treat problems (as well as opportunities) as treasures
One of our mantras in our Introduction to Lean and Six Sigma course, is to recognise that everything that we do is potentially very complex: a web of interaction between the people, the processes and the environment involved.
This complexity requires continuous study and improvement, so that we could regard every problem and opportunity that we find as a “treasure” that will help us to reduce the future need for fire fighting and associated stress. Delegates in our courses search for all the ways in which they might be wasting time, money and the talent of their staff, and what they could do to address this.
So, if you are not doing so already, you too could adopt a mind-set to look out for and welcome these treasures.
People who seem difficult may just be being different
We have mentioned this in one of our previous newsletters on creating exceptional managers, but make no apology for mentioning it again as it is a popular topic for discussion in our Supervisor Training and Introduction to Management courses. I have also written a full blog on how difficult people are not necessarily being difficult. The key aspects to bear in mind seem to be:
- Recognise that people with different personality types will approach their work and communicate differently
- Have conversations to understand each other’s perspective rather than making assumptions about why people are behaving in a certain way
- Be assertive rather than aggressive or passive in your interactions with others
Welcome resistance rather than treating it as something to be dealt with or dreaded
Resistance still seems to be one of the major aspects that those leading change programmes worry about. So it was good to hear Rod Willis during the recent APM Enabling Change SIG’s “Great Change Debate” echo our perspective that leaders should listen to resistance and consider what they might have missed in their planning.
We encourage delegates in our Managing Change course to engage their stakeholders in conversation so that they can discover what people might be worrying about in relation to a change and take action accordingly.
Adopting this mind-set will help you to improve your change strategies and to communicate with people more effectively. This approach is also one that I document in “The Effective Team’s Change Management Workbook”.
Work with your stakeholders to develop risk management plans
We include a brief overview on Project Management in our Supervisor Training and Introduction to Management courses. We also cover it more fully in our 1-day course on Project Management, which we have been delivering for Library and Information Managers through TFPL but can also customise for other clients. An aspect that practising project managers don’t always apply to the full is that of risk management.
Yet, as delegates discussed at a recent PIPMG (Pharmaceutical Industry Project Management Group) meeting on the work of CROs (Contract Research Organisations), taking time at the start of a project to consider all the potential risks and opportunities is a powerful way to build on the participants’ experiences from previous projects.
For CROs, and indeed for anyone delivering a product or service, it is a great way to engage in constructive up-front conversations with stakeholders about what might impact the timing, cost or quality of what you are delivering, and what actions you might take as a consequence.
Remember to think about what is working well!
Throughout this newsletter, we have encouraged you to think about opportunities as well as problems! If you have not yet come across Appreciative Inquiry, you might want to explore this further. It is a discipline that focuses on exploring successes and what is working well, how these have come about, and how they can be built upon.
For those of us who have a tendency to dwell on problems, focusing on what is going well instead can be an uplifting as well as a productive alternative way of thinking.
Upcoming courses and events
We hope you have enjoyed this newsletter. If you would like more opportunities to take time to think differently, do consider joining us for one of our courses or events.
Details about all of these can be found on the RiverRhee Consulting website.
Here is what is coming up in the next few months:
- Introduction to Lean and Six Sigma (with One Nucleus and Cogent Skills), 27th April, Melbourn (UK)
- Introduction to Management (with One Nucleus and Cogent Skills) – 16th-18th June, Melbourn (UK)
- One Nucleus Network Meeting Cambridge: Managing Change: People, Location and Corporate Status, 29th April, Cambridge
- Effective Project Planning and Management (with TFPL) – 25th June, London
- Masterclass on “How to add value to your organisation as a ‘knowledge facilitator’” at CILIP 2015 conference, 2nd-3rd July, Liverpool
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 and teams in 2015. See the RiverRhee Consulting website or e-mail the author at firstname.lastname@example.org.