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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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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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Five golden rules for performance reviews. RiverRhee Consulting Newsletter September – October 2014

Why focus on performance reviews and appraisals?

It’s that time of year again when managers and their staff are preparing for performance reviews and appraisals. It’s a topic that can be very emotive. If done well it’s a tremendous opportunity to build engagement, generate fresh energy, and position the organisation for growth and innovation. If done poorly or not at all, performance reviews can be serious demotivators and lead to organisational stagnation and attrition.

Performance reviews and appraisals and how to do them well were the subject of animated discussion in two recent management courses that Elisabeth Goodman and Janet Burton ran with One Nucleus and with the Herts Chamber of Commerce. The following are some of the key points that emerged from these and our previous work supporting SMEs (Small and Medium Enterprises) in particular with their performance review and appraisal processes.

Some of the delegates at the recent 3-day One Nucleus Introduction to Management course, held at the Melbourn Community Hub.  Feedback from one of the delegates: “Thank you very much for an excellent course - I found it very informative and well run. I should have done it years ago.”

Some of the delegates at the recent 3-day One Nucleus Introduction to Management course, held at the Melbourn Community Hub. Feedback from one of the delegates: “Thank you very much for an excellent course – I found it very informative and well run. I should have done it years ago.”

1. Performance reviews are a 2-way process

The review should be, in transactional analysis terms (Eric Berne 1960s), an “adult to adult” conversation jointly owned by the individual and their manager. For the employee it is a time to get formal feedback on their work and to plan what they will be doing in the coming year. For the manager it is an opportunity to provide that formal feedback and direction. A manager could create an opening for that 2-way discussion by asking such questions as: “How could I help you to make 2015 a real success?”

2. There should be no surprises

Although the formal review takes place once a year, it should definitely not be the first time that comments on requirements for improvement, or positive feedback are exchanged. Nor should it be the first time that issues with or adjustments to objectives are first discussed. These things are relevant to day-to-day work and should be discussed as they arise.

3. Objectives should cascade down from the organisation’s goals

What is often quite striking when we work with SMEs is how well connected and engaged people usually are with their organisational goals. There is a clear connection with what the organisation wishes to achieve and the individual’s role in supporting that goal. This is something that can be harder to achieve in larger organisations where there can be quite a gap between the two and quite a delay before objectives are confirmed for the coming year.

4. Performance reviews are an excellent opportunity to support personal and professional development

This aspect of personal objectives is what helps to make the discussion a two-way process. As SMEs are by definition often small there may be limited opportunities for progression through management ranks, but this should not be an excuse for limiting career development. Motivators for people in SMEs are often self-actualisation or, in the words of Dan Pink, mastery and autonomy. Providing opportunities for personal and professional development should be possible whatever the size of the organisation.

5. Make sure that your objectives are SMART

People may be dismissive of acronyms but this one is a useful one to ensure that both the individual and their manager are unambiguously clear about what they have agreed and how the successful achievement of objectives will be assessed, whatever the individual meaning of the letters. We use the terms Specific, Measurable, Achievable, Relevant, Timed and that seemed to work for the delegates on our courses!

How effective is your performance review process?

Do you have variations on these five golden rules?

Let us know if you would like us to tailor our performance review and appraisal training to help you with your process and coach your managers and staff for greater engagement, innovation and growth. You can also read more about this topic and other ways to create high performance teams in Elisabeth’s book “The Effective Team’s High Performance Workbook” now available from Amazon as well as through the RiverRhee Publishing website.

Other news and upcoming courses and events

RiverRhee gained Cogent Sector Skills Council accreditation during September, which, amongst other things, means that our courses can reach more small businesses across the UK. We are offering our Introduction to Management, Introduction to Lean Sigma, and also Managing Change courses through Cogent.

We will be active on the Project Management front again in the coming weeks. Elisabeth is now leading the Capabilities and Methods Pillar for APM’s Enabling Change SIG (Specific Interest Group). She will be co-presenting at APM’s Project Management in Practice event on behalf of the SIG, and will also be running the Effective Project Management course for TFPL in November.

Finally, do come and find John Riddell, Sue Parkins and Elisabeth on exhibition stand 2 at One Nucleus’s Genesis event in London on 9th December

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.  See the RiverRhee Consulting website or e-mail the author at elisabeth@riverrhee.com.

 

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

Support for new or occasional project managers

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

Articulate and agree the project goal and scope

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

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

Build your team

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

Manage your stakeholders

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

Develop your plan

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

Project plan

Manage your information and access available knowledge

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

Put some good working practices in place

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

Other news

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

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

If you would like to find out more

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

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Creating Exceptional Managers – RiverRhee Consulting Newsletter November – December 2013

EXCEPTIONAL MANAGERS CREATE EXCEPTIONAL TEAMS

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

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

Manager's responsibilities

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

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

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

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

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

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

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

DIFFICULT PEOPLE ARE NOT NECESSARILY BEING DIFFICULT!

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

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

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

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

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

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

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

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

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

NEWS ON OUR PUBLISHING ACTIVITIES AND ON CHANGE MANAGEMENT

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

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

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

Birmingham Library

IF YOU WOULD LIKE TO FIND OUT MORE

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

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