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Hints and tips for new and experienced managers
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eManagement Tips - July 2019

A free monthly update for Associates and Members of RiverRhee's Managers' Community
Welcome to RiverRhee's managers' version of the July 2019 issue of eManagement Tips, our monthly resource for new and experienced managers who have attended or are considering one of our leadership and management courses.
 
 
Delegates at a recent in-house course on Effective Influencing and Communication

This month's issue of eManagement Tips includes:
  • Strategies for helping yourself and your team deal with stress and be at your best
  • Challenging pre-conceptions and responding to employees' receptiveness to change
  • Summer tips on project management
We are continuing to experience a big demand for in-house courses on topics as diverse as Project Management, Effective Influencing and Communication, Supervisor skills, Introduction to Management, Assertiveness, Presentation Skills and more...

We are also facilitating team building workshops using such tools as MBTI and Belbin Team Roles, and exploring such topics as trust, communication and values; and also continue to provide one-to-one coaching.

Our latest calendar of courses is shown at the foot of this newsletter.  

Do get in touch to discuss any of your requirements.

Strategies for helping you and your team deal with stress and be at your best

(Illustration from RiverRhee's module on Managing Time)

I was reflecting on approaches for managing stress over the week-end, when a couple of very relevant articles from the Harvard Business Review landed in my in-box.

What I like about these articles, in addition to the excellent tips that they include, is how well they tie in with what we encourage delegates to do on our Introduction to Management, and Time Management courses:

Find strategies that will help you to be at your best or to "Sharpen the saw" (per Stephen R. Covey).

Tips from the articles include:

1. Consider care of the mind, emotions, relationships, environment, time and resources as part of your 'self-care' - and make this integral to your day-to-day work.

Amy Jen Su defines 'self-care' as: "...your relationship and connection to self. As part of your job, it means that you’re attuned to and understand what you need to be your most constructive, effective, and authentic self."

2. Make your own health a priority.  

3. Take out the word "should". 

4. Set an example / be a role-model for your team - and work as a team to tackle group stress or burn-out.

5.  Exhibit compassion (for yourself as well as your team)

6. Develop a shared sense of 'why' you are here

7. Advocate for your team and be a source of optimism!

You can read the two articles here:

https://hbr.org/2017/06/6-ways-to-weave-self-care-into-your-workday
https://hbr.org/2019/03/how-to-help-your-team-with-burnout-when-youre-burned-out-yourself


How to respond to your employees' receptiveness to change

There can be a tendency, as managers, to assume that our direct reports need to be protected from change, and that they will find it difficult to deal with.

So it was fascinating to read another article, in the May-June issue of Harvard Business Review – “Your workforce is more adaptable than you think” – by Joseph B Fuller et al (pp. 118-126) which reveals that employees can be more aware and receptive to change than their business leaders predict.

This was a large multi-country study, including the UK, which compared the perceptions and attitudes towards trends or changes (‘forces of disruption’) in the workplace, between low to middle-skill workers and business leaders.

These changes included such things as:

  1. Accelerating technological change 
  2. Growing demand on skills 
  3. Changing employee expectations e.g. for work / life balance, flexible working hours and greater autonomy
  4. Shifting demographics / diversity e.g. in age, gender, race etc.
  5. Transitioning work / business models e.g. with more complex ecosystems of collaborations and partnerships
  6. Evolving business (regulatory, economic, political) environments 

The authors suggested that leaders and managers could respond to employees' receptiveness to change through such means as:

  • Involving employees in the 'why' and 'what of change
  • Creating a continuous learning culture and looking to develop talent from within
  • Working with partners and collaborators in academia as well as industry to develop alternative routes for developing skills
  • Tracking emerging trends and giving people the opportunity to be involved in projects outside their immediate areas of expertise

(See the full blog here.) This topic is also one that we could help you to explore further in our upcoming November 14th course on Managing Change

Summer tips on project management


Illustration from the summer issue of Project, APM (Association for Project Management)

The APM’s summer issue (no.299) of their quarterly publication Project is a rich mine of information for the subjects that we cover in our courses for project and line managers.

Topics covered in this issue include:

  1. How "waterfall" and "agile" project management techniques can be fruitfully combined to provide both the structure and the creativity typically found in small biotech / Life Science companies that we work with.
  2. How to have the right people on your team by making the most of their ‘soft’ skills as well as their technical ones.
  3. The importance of putting time and effort into building your project team.
  4. How clearly articulating your vision for a project will help to get people engaged and motivated to give it their best effort.
  5. The role of project managers / leaders in setting the tone, culture or expectations for how the team will work together.
  6. The importance of putting time and effort into understanding your stakeholders' perspectives.
You can read more about these extracts in Project Management - summer tips from project experts. Or get in touch to find out about our course - Introduction to Project Management.

Our current schedule of courses for 2019 

... please ask if the course you want is not listed

Managing Change - 14th November.  A one-day course on the behavioural and procedural concepts and techniques for effective business change.

Introduction to Management - 26th-28th November. An in-depth three-day course for those who are new to management or have been doing it for some time

Transition to Leadership - 12th December. For those moving into a leadership role

We have also received enquiries for further dates for:

Introduction to Lean and Six Sigma - 2nd July. Explore how to gain up to 20% savings on internal processes, free up talent to innovate and grow the business, and ensure that you deliver what your customers value.

Green Belt Lean and Six Sigma - a modular course to equip people to lead Lean and Six Sigma process improvement projects in their organisation.

All of RiverRhee’s courses can be scheduled on demand, either to run in-house for your company, or to publicise as an open course for other delegates.

Please get in touch to ask for any course that is not already scheduled.

We can also explore most topics in one-to-one coaching sessions.

See the RiverRhee Consulting website or contact Elisabeth at elisabeth@riverrhee.com or on 07876 130 817.

Copyright © 2019 RiverRhee Consulting, All rights reserved.


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