The Trouble with Change
29 Oct

The Trouble with Change

Think of the last big change that you went through at work. Maybe a new system was introduced or there were changes to the structure of the organisation. Perhaps you were either involved and so pretty comfortable with what was happening or didn’t know what was going on until an email arrived.

 

All too often in any change programme, the focus is on the systems and processes. These are hugely important to the success of any change initiative, however one line on a project plan for ‘communication and training’ does not mean that people have truly been accounted for.

 

Let’s consider a restructure or organisational design, which most of us will have been affected by somewhere in our careers. How many times do roles change, workflows streamlined or at worst people made redundant with no real thought or upfront plan on how the ways of working will need to be different? Add to this a lack of communication throughout and it’s a race to catch up after the changes are made, to get to a place where people know what’s expected of them and how to meet those expectations.

 

 

 

It’s time to start putting people first. No news isn’t good news during organisational change (or any change for that matter). People want to know what is happening, and that includes even when there isn’t really much to tell them. If there isn’t much that people can be told at that point, tell them that!

 

The impact of appearing closed and guarded is dangerous. People become distrustful and cynical, opening the door to stress and anxiety. Some will look around for their next role and make the move, leaving those who stay to face even more uncertainty and pressure. Others won’t consider leaving, instead feeling disengaged long after the change has been implemented.

 

We’re often asked to support clients by helping their people to manage stress or build resilience, more often than not because of recent organisational changes – such as the restructure. This is always a great sign that they want to provide support, but it can be perceived as an afterthought once the horse has bolted. Provide people with the communication, opportunity to collaborate and above all, the skills or mindset development that they need before and during the changes, not just afterwards.

 

Leaders: you all need to step up and help people to get to the ‘why’ behind the change, not just the ‘what’. Seek views, get input and involve people during the process. You’re called a ‘leader’ for a reason, and people will look to you through turbulent times. Positivity, resilience and adaptability will not go unnoticed.

 

The next big change you’re involved in, ask yourself: “What about our people, how will this impact them?” If you’re not controlling any part of the change, it’s easy to feel like things are being put upon us, yet it’s still in our control to speak up, offer to get involved or find out more about what is going on.

 


 

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Time Management and Productivity Hacks
03 Aug

Time Management and Productivity Hacks

This week’s Guest Spotlight interview features Tracey Minutolo. Tracey is a Coach who helps people to create space and time to focus on what’s important to them: specifically in developing their own side business.

 

Lack of time has to be the number one reason for not focusing on our own development, so we grilled Tracey for her top tips on time management and productivity – and she had a great time-blocking approach that she took us through, with free template giveaways.

 

 

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Conflict Mediation and Mindset Management
07 Jun

Conflict Mediation and Mindset Management

We’re joined by Tonya Howe, who is a certified mediator and trains others who want to become one (including Judges and Attorneys). She is also a coach and helps people to navigate the insecurity and overwhelm of change to become empowered and in control.

 

 

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Are You On-Track With Your 2018 Development?
01 Jun

Are You On-Track With Your 2018 Development?

Did you know that we are 42% through the year already?! Take some time to check-in with where you are with your development goals and pick up some tips on how to catch-up if you are behind!

 

 

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Building Strong Relationships
05 Apr

Building Strong Relationships

In this Guest Spotlight we’re joined by Robert Malka, who is full of value amassed from years of experience both in management and as a business director.

 

We talk about how to build strong relationships, the importance of continuous development for personal and professional growth and tips Robert uses most to stay productive.

 

 

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If It’s Important To You, You’ll Find A Way!
13 Mar

If It’s Important To You, You’ll Find A Way!

We all have personal goals and ambitions, yet so many of us decide not to take action upon them. If it’s important enough to you, you’ll find a way. If it’s not, then you’ll find an excuse!

 

 

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How to Work From Home and Stay Productive and Focused
02 Mar

How to Work From Home and Stay Productive and Focused

With the current snow and adverse weather conditions, more and more of us who are able to will be taking advantage of working from home.

Find out how to work from home and stay productive, focused and organised.

 

 

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Mentoring 101
14 Feb

Mentoring 101

Mentoring – what is it, why bother and how to approach it!*

 

*Apologies for any sound issues, which have now been resolved!

 

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Book Review: ‘The People Formula’ by Jane Sunley
28 Sep

Book Review: ‘The People Formula’ by Jane Sunley

Introduction

In The People Formula, Jane Sunley aims to ‘dramatically improve the performance and profitability of your business’ through the application of 12 steps which address many important business challenges. These steps address issues such as how to get buy-in from the top, driving employee engagement and delivering practical learning and development. The book is not written solely for HR professionals, but should be relevant no matter the size of your organisation, whether you are CEO, HR Director or someone in between.

 

What’s It Like?

What sets The People Formula apart from many of its counterparts is the no-nonsense and down to earth writing style, which at once makes the material more accessible and understandable in terms of how to pragmatically apply the advice in the real world. Each chapter is backed up with short and snappy real-life examples and advocates (“Don’t just take it from me”), with lots of space throughout for the reader to make personal notes and commitments.

 

The book addresses the important ‘why’ and ‘what if’ questions rather than just the ‘what’ and the ‘how’, with focused and relevant statistics (for example, to highlight the importance of digitising social media in HR). There is lots of great advice offered, particularly on highlighting the importance of the employer brand, targeting culture and values and getting internal communications right by keeping it simple and not assuming all messages have been received.

 

Some of the main positives to The People Formula also transfer to the main criticism, which is that it attempts to cover so much ground in the 12 steps. This gives each chapter between eight to fifteen pages of content, so often at the end of a chapter it feels like great tips and advice have been offered, however it doesn’t offer much more depth in knowing how to go forward. The light and easy layout, with ample space for notes and lots of white space between chapters may also give a nod to bulking out the sometimes limited content across more pages.

 

Summary

The People Formula encourages focus on something often forgotten in the business world: the people (in case you hadn’t guessed that from the title!). It avoids the intangible, which is regularly associated with the HR profession. It is recommended for an excellent overview of how to get a myriad of important challenges right, but may leave the reader wanting to refer elsewhere for the nitty gritty.

 

At Right Trax Training, we can help you to get a key element of your people formula right: learning and development! Get in touch to find out more.


Originally posted on trainingzone

The Art of Being (and Staying) Humble
13 Jul

The Art of Being (and Staying) Humble

Let’s just put it out there: none of us are perfect – no matter what you might think!

 

We all have our quirks, idiosyncrasies and downright obvious areas of improvement…and that’s okay because developing is as much about being aware of and working on these areas as it is about leveraging what you are already great at.

 

“The cost of not being humble is extremely expensive.”

– Dale Partridge

 

The problem is that so many people don’t admit to what they need to work on, often for fear of appearing inadequate or unfit for the task. This thinking is damaging; you run the risk of creating stress for yourself or those around you, taking on much more than you can reasonably handle or simply appearing to others as a know-it-all fool! We tend to respect those who are open and honest about what they see as their inadequacies, so get good at being humble.

 

How to be (and stay) humble:

 

  • Become adept at reflecting: Look back on your successes, achievements, challenges, mistakes and failures. What happened? What did you learn? Why did it work or go wrong? What will you do the same or differently next time?
  • Acknowledge your flaws: Whether it’s in how you communicate with others, your outlook and attitude or the way you approach things; give time to consider what could be done in a different and sometimes more effective way. An easy way of doing this can be to step into the shoes of those around you to consider how they see you. What works for them and what drives them up the wall?
  • Be open to feedback: It takes a lot for people to give you feedback, particularly if it’s relating to something that doesn’t work for them. Much of the time, they will have thought about it long and hard before even bringing it up with you. You may not always like how it is packaged or delivered, but you have to accept it as their way of seeing things.
  • Ask for help: One of the best ways to avoid being humble is to isolate yourself to the point of feeling unable to ask for help. No man is an island and no-one can do it all on their own. Asking for help demonstrates strength, not weakness.

 

Summary

  • No-one is perfect
  • We all have areas of improvement
  • We’re often scared of appearing inadequate
  • Become adept at reflecting
  • Acknowledge your flaws
  • Be open to feedback
  • Ask for help

 

At Right Trax Training, we can help you and your people to stay humble, leverage strengths and build on development areas. Get in touch to find out more.

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