Tag Archives: APM

Insights and highlights on management and team development from 2016. RiverRhee Consulting Newsletter, November – December 2016

By Elisabeth Goodman, 2nd December 2016

Celebrating the community of managers and teams that we have been working with in 2016

delegate-exercise-during-riverrhee-nov-2016-introduction-to-management-course

Delegates at our November 2016 Introduction to Management course

We’ve had a very fulfilling and enjoyable year working with managers and teams in 2016.  The organisations that we’ve worked with have ranged from start-ups to large corporates in the life sciences / biotech, management consulting, government organisations, the legal profession, the automotive industry and others.  We have worked with line and project managers, library / information management and IT professionals, scientists, sales staff, HR and finance directors and more.

We thought it would be fun to celebrate our work with this community by putting together a mixed platter of  insights and highlights that our readers might find interesting and helpful to sample!

Here is what this newsletter will touch upon:

  1. Listening, communicating, building rapport
  2. Using the GROW coaching model – and variations
  3. One-to-one coaching
  4. Motivation and delegation
  5. Using Belbin and MBTI to build personal and inter-personal understanding
  6. Dealing with difficult situations and managing conflict
  7. Appraisal training
  8. Understanding our relationship with time
  9. Team diagnostics and innovation
  10. Going beyond line manager and team development skills
    1. Lean Sigma – including Green Belt training
    2. Project Management – basic skills
    3. The First Steps in Selling
    4. Managing Change
    5. Good Practices in Knowledge Sharing and Collaboration

Listening, communicating, building rapport

We are social beings!  How we communicate is fundamental to achieving anything in work as in life in general.  Building rapport provides an invaluable starting point for effective communication.  We can also be so much more effective if we use our ears and our eyes to ‘tune in’ to the people we are interacting with.

What would you like to know about

Illustration by Nathaniel Spain from “The Effective Team’s Knowledge Management Workbook“, 2016

We introduced a stand-alone course on “Effective Communication and Influencing” this year, evolved our module on this topic in our “Introduction to Management” course, and explored communication skills in a team building exercise.  We also touched on the subject in a tailored version of our “Good Practices in Knowledge Sharing and Collaboration” course.  There are powerful insights to be gained on communication styles from NLP’s representational styles, and from the MBTI sensing / intuition, and extrovert / introvert preferences.  We also gained some new insights from Appreciative Inquiry to hone our skills in listening and in asking effective questions.

Using the GROW coaching model – and variations

We discovered that coaching skills are not only a powerful asset for managers, but can be a useful one for peers working within a team.  They help the ‘coachee’ to develop their own resources for problem solving and decision making, and of course develop those listening skills for the coach.  We enjoyed experimenting with the T-GROW variation where the coachee gives an initial definition of the topic (T) to be explored, before firming up on the goal (G).  Appreciative Inquiry introduced some additional variations with the 5-step approach that emphasises the goal to be moved towards rather than away from (Define), and powerfully engages the emotions in the goal to be achieved (Dream).

One-to-one coaching

John Hicks, our newest Associate for coaching and training addressing delegates on a recent course

John Hicks, our newest Associate for coaching and training addressing delegates on a recent course

We’ve had some very positive feedback from our increased one-to-one coaching activities this year, for example:

“Excellent 1:1 coaching, management ideas and tools very relevant and tailored, helped me to improve as a manager.” 

We’ve addressed topics such as transitioning to management, and developing management skills, career development and carrying out appraisals.

Several members of our team are able to deliver this coaching, and it’s been a pleasure to add John Hicks to our team to help us with this as well as with our courses.

Motivation and delegation

These two topics are the ones around which the most light bulbs seem to go off with the managers on our Introduction to Management course.  They realise that simple questions like “What do you enjoy most about your work?” and “What do you enjoy least?” can give them tremendous insights on what motivates their direct reports, and so manage, influence and develop them accordingly.  And they realise that effective delegation can make a big difference to their own productivity, as well as the motivation and development of their team.  The RSA video of Dan Pink on motivation continues to be a winner!

Using Belbin and MBTI to build personal and inter-personal understanding

MBTI summary slide

MBTI summary slide

We use whichever personality tools are most appropriate to the client and the situation that we are supporting.  These two are amongst the most popular.  We are now using the full Belbin questionnaire in our Introduction to Management course, and the insights our delegates gain from the feedback from observers are very powerful.  They illustrate how we can adapt our behaviours to the people we are interacting with, and the range of skills that we can draw on to enhance the performance of our teams.

Dealing with difficult situations and managing conflict

This is another module within our Introduction to Management course, and Elisabeth also delivered it as a stand-alone topic for TFPL.  We like how this light-hearted video illustrates the Thomas-Kilmann model for conflict management.

Appraisal training

We’ve had a tremendous demand for training on performance review processes and conducting appraisals, not only for managers delivering the appraisals, but also for those receiving it.  “Appraisees” can benefit from assertiveness skills to help them take ownership for their task-related objectives and development goals. “Appraisers” can help them to achieve that.

Some of our reflections on the approach for performance reviews, combined with insights from a recent Harvard Business Review article, can be found in Elisabeth and Liz’s recent blog: Performance Reviews – kill them or keep them?

Understanding our relationship with time

Illustration based on Graham Allcot's Productivity Ninja

Illustration based on Graham Allcot’s Productivity Ninja

Time management as a term is being replaced by such phrases as “focusing our attention” and “productivity management”.  Both Janet Burton and Liz Mercer have helped to develop our module on this in our “Introduction to Management” course, and this is also reflected in another new stand-alone course that we delivered on “Time and Meeting management”.  Organisations based on the Babraham Research Campus will have an opportunity to get a taster of our new approach if they visit our RiverRhee stand in the new conference centre there on 2nd February 2017.

Team diagnostics and innovation

We had a very enjoyable time working with a Life Science start-up where we combined our team diagnostic approach for team building, with a session on innovation. The ability to innovate is one of the attributes of high performance teams, but one that is not often explored as a stand-alone topic.

Going beyond line manager and team development skills

RiverRhee’s Associates have expertise in a range of disciplines, and it’s been exciting to be able to develop and deliver on a number of these this year.

We continue to get demand for our one-day course on “Lean and Six Sigma“, and also delivered our Green Belt training, consisting of 6-7 modules to ten delegates in an in-house course.

One-slide summary of some of the key aspects of project management - as used in RiverRhee's training courses

One-slide summary of some of the key aspects of project management

Our one-day course on “Project Management” proved very popular as an in-house course.  We’ve found that many project managers can benefit from having the time to learn about the basics of such things as: how to put together a project plan; tools to help them manage risks and issues, decisions and actions; the team dynamics they will encounter.

We ran our new course, with John Hicks, on The First Steps in Selling.

Elisabeth also had some great opportunities to facilitate events on the topic of “Managing Change” in her capacity as committee member for the APM Enabling Change SIG, such as the recent one on AstraZeneca’s relocation to Cambridge.

The Effective Team's Knowledge Management Workbook, RiverRhee Publishing, 2016

Last but not least, we had a big demand for our course with CILIP on “Good Practices in Knowledge Sharing and Collaboration“.  It ran three times in November, a timely complement to our new publication: The “The Effective Team’s Knowledge Management Workbook“, RiverRhee Publishing, 2016.

Wishing you an enjoyable and restful holiday – and all the best for 2017

We are aware that these final two to three months of the year are particularly busy for many of our customers.  Like us you’ll be ready for a good holiday with friends and families.  We wish you all the best, and look forward to working with you again in 2017.

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 one-to-one coaching, 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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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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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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Taking time to think differently. RiverRhee Consulting Newsletter, March – April 2015

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.

Delegates reflecting during an Introduction to Management course

Delegates reflecting during an Introduction to Management course

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:

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 elisabeth@riverrhee.com.

 

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Looking back on 2014 and forward to 2015. RiverRhee Consulting Newsletter, November – December 2014

RiverRhee Consulting, 11th December 2014

Introduction

December is traditionally a time when many of us reflect on our achievements, what we have learned and what we can look forward to in the coming year.

2014 has been our most active and varied year so far, in the just over five years of RiverRhee’s existence. We thought we would share a little about our achievements and our learning, and several things that might be of interest to you in 2015 under the headings:

  • Developing management and interpersonal skills
  • Managing and dealing with change
  • Continuous improvement
  • Knowledge management
  • Strategy facilitation
  • Upcoming courses

Developing management and interpersonal skills is an important area for growing SMEs as well as larger organisations

Interest in Elisabeth Goodman’s and Janet Burton’s off-site courses and customised in-house training and coaching for new managers and supervisors has really taken off in 2014. Our client base for management related skills is continuing to expand with bookings for January through to March 2015.

Delegates at our Introduction to Management course, September 2014

Delegates at our Introduction to Management course, September 2014

We have learnt that some SMEs can spare the time for people to attend our off-site 3-day Introduction to Management course and really appreciate the opportunity to network with and learn from colleagues from other companies.

Equally important though, is our ability to customise our Supervisor Training course so that the content and duration match what other clients would prefer to have delivered in-house. Elisabeth and Janet ran one such course for Red Balloon, Cambridge and subsequently shared the experience in the blog “There will never be enough time

Sometimes our support takes the form of short coaching sessions with individual managers – we did some of this in 2014, and are due to do more in 2015.

How to enhance team effectiveness is one of the topics included in supervisor and management training, and Elisabeth recently published “The Effective Team’s High Performance Workbook”, now available through Amazon as well as through the RiverRhee publishing page.

We’ve also found that SMEs appreciate the help we can give them in reviewing and rolling out improved performance review and appraisal processes . And we have used Elisabeth’s and Lorraine Warne’s skills in MBTI (Myers Briggs Type Indicator) and NLP (NeuroLinguisticProgramming) to help individuals understand their strengths and enhance their interpersonal skills.

Managing and dealing with change is a big topic of interest

We have run workshops and delivered seminars on the subject of change for Library and Information organisations (CILIP, UKeIG, Health Libraries Group), and at Project Management (APM) events in 2014 (see for example “Common factors for managing successful change“).

Changing the way we change - APM event at GSK June 2014

Changing the way we change – APM event at GSK June 2014

This subject continues to be something that people would like more help with, so that they can make change happen in a more positive and effective way.

We have introduced a new off-site course on Managing Change for Life Science organisations in 2015 and look forward to finding out how popular this will be.

Elisabeth Goodman became the ‘pillar lead’ for Capabilities and Methods in the APM Enabling Change SIG, and this is already giving her access to new knowledge to bring into our work with clients. We also recently heard that Elisabeth’s jointly authored article with Lucy Loh’s “Organizational Change: A Critical Challenge for Team Effectiveness” is to be included in a collection of such articles in an academic work entitled “Change Leadership” edited by Colette Dumas and Richard H. Beinecke which will be published by SAGE Publications in May 2015.

There continues to be an appetite for continuous improvement

We have continued to run in-house courses on Lean and Six Sigma, and are now offering this also as an off-site course in 2015. In fact, this is one of three courses (the other two being Introduction to Management, and Managing Change) that we are now accredited to deliver through Cogent as another source of potential subsidised funding for SMEs. (Elisabeth also continues to be a registered coach and trainer with the GrowthAccelerator programme and organised a fairly well attended free event with them at Babraham Science Park in the summer.)

We delivered a half-day version of the Lean and Six Sigma course as one of two seminars with Janet Burton for the Herts Chamber of Commerce, and there are prospects of delivering more of these in 2015.

We facilitated some in-house continuous improvement with an academic organisation during 2014, and a few of the delegates who visited our stand at One Nucleus’ recent Genesis event also expressed interest to Sue Parkins and John Riddell in potential support from us in this area in 2015.

(By the way, Sue joined our team of associates during 2014, along with Paul Hadland, Rose Bolton and Margie Gardiner.  We shared a little more about the team under the theme of “What motivates us in our work“.)

Look out for Elisabeth’s next book on the topic of continuous improvement in 2015: “The Effective Team’s Operational Excellence Workbook”.

Our work in knowledge management has picked up some new momentum

The big news was the publication of Elisabeth and John’s book with Gower “Knowledge Management in the Pharmaceutical Industry” at the end of August. An immediate outcome was that we were invited to give an “inspiring” talk to help a Pharmaceutical company develop its knowledge management strategy.

Knowledge Management in the Pharmaceutical Industry, by Elisabeth Goodman and John Riddell

Knowledge Management in the Pharmaceutical Industry, by Elisabeth Goodman and John Riddell

Elisabeth also delivered a session on Knowledge Management to IMPI earlier in the year on behalf of TFPL, and worked with the Open University Library Services to carry out an audit and facilitate a stakeholder workshop for their metadata project.

Our strategy facilitation skills have been in demand

We returned to the EU organisation that Elisabeth and Lorraine Warne had worked with in 2013 to help them shape their forward strategy.

We called in another independent consultant, Janette Thomas, at the start of the year to help us with a strategic workshop with a health research organisation.

And Elisabeth has been working with a government organisation to facilitate a workshop and a focus group to help shape one of their strategies.

Upcoming courses

Details of our upcoming courses and events are kept up-to-date on our website. Here is what the list is looking like at the moment:

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 elisabeth@riverrhee.com.

Meanwhile, we wish you a healthy and happy end of year and start to 2015…

 

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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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