Managing Yourself (and Others)Plan, organise, monitor and improve your own performance needs a certain level of reflection and self-assessment.
5 Minutes on…
Managing Yourself (and Others)
If you only have 5 minutes, don’t look any further, look at these soundbites. They are short sharp summaries (typically 2 pages) providing a subject overview/introduction. They may not answer all your questions but you will find them helpful, provocative, stimulating and informative.
In several professions, we do not ‘look after’ our most valuable, and dare I say expensive, human resource. Senior leaders under tremendous pressure are left to cope on their own. Some can. Some can but at a great expense to themselves and maybe colleagues they interreact with. Some leave the profession. Is a sink or swim attitude wise or effective for an organisation? So, what can we do? Find a person to support the senior leader. In schools, I heard people say speak to the Chair of Governors; in charities the Chair of the Trustees; across many industrial sectors leaders are recommended to speak to whoever is their line manager; the next person in the chain. Chair of the Board of Directors. Really!
This is crazy in my mind. Would you tell the person above you in the system that you are having difficulty? They will be placing an advertisement for your job as the door is closing when you leave their room. Okay, not always but…
Having worked and had knowledge of other occupations I discovered the concept of supervision or clinical supervision. This I promote in my professional world as Non-Managerial Individual or Group Supervision. In this arrangement you are being supported by someone or group of colleagues who have no managerial responsibility for you except as a fellow professional (and as a human).
This piece has been contributed by Jonathan Block
There are many reasons why conflict occurs at work and what boils over into an actual stand up argument may just be a symptom not the cause. Whilst individual differences can be a profound source of friction and discontent – much must be down to poor leadership and management. Approaches to understanding and managing conflict have many dependencies; personal, social, organisational, cultural and national. But there are some universal aspects that underpin these individual differences.
There are fundamental differences between mentoring and coaching in their purest terms. Often the two get confused. Let’s explain the differences and how they can be applied separately and combined to support others, colleagues, students and sometimes, our friends.
Though part and parcel of everyday life for students and managers at all levels, few are those undaunted by the prospect of giving presentations.
To put paid to the angst, try applying the tips set out in this short briefing.
The perfect CV / Resume : in any language is the one that gets you the interview!
Many people go to interviews – whether for new job, assignment, project or promotion – assuming their personality and enthusiasm will be enough to get what they want. Wrong. There is a need to prepare well beforehand, anticipate tough questions and to be able to put your best points forward. Answer their questions using the STAR format and you might consider analysing the applicant’s essential and desirable attributes using the SMART format as the framework for asking your interviewers about the role and the company.
Learning organisations are… organisations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually...
The words ‘pressure’ and ‘stress’ mean quite different things. Too much pressure on any individual can trigger the onset of stress. To manage stress you need to consider pressure.
Today managers are required to spend less time controlling and more time coaxing staff in what they need to do. As empowerment pushes decisions and responsibilities further down the line, the skills required of managers are changing from ‘how to tell and...
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