RMC Management Blog

RMC – The Complete Management Specialists

Recruitment – Candidate Suitability

Notes for employers…

How can you ensure a good line up between your needs and the skills and attributes of the preferred candidate for the role that you have available in your organisation? This is a question that we are asked often and here are a few insights.

There are numerous personality and related tests out there but really it comes down to a line up of orientations. There are possibly two main aspects that you need to give credence to and plan for.

Firstly, look at job design and related specification. What are the main aspects of the role and what do you want delivered as a priority? Will this need some-one with a goal driven focus or more of a social bent, for instance? What about people with a power orientation… is there a lot of delegation to be done, because power oriented people tend to be good at that.

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Filed under: Management Services

Building Confidence in Others

Confidence Begets Confidence

Have you ever worked in or led teams that lack confidence? They tend to doubt their abilities, not committing fully to any particular course of action for fear of failure, and are thus held back from reaching their full potential.
External factors aside, the individuals within these teams often exhibit one or more of the following characteristics. They:

  •   Don’t perform well in new situations.
  •   Have low self esteem.
  •   May doubt that they’ll make the right decisions when given autonomy.
  •   Put any achievements down to luck rather than their own efforts.
  •   Rarely trust their own judgement.
  •   See more risks than opportunities.

They will often have negative thoughts such as ‘I’m not smart enough to achieve that’, reinforcing their belief that they’ll never be good enough to succeed.

When teams lack confidence, there is often a need for constant reinforcement, and an over dependence on one or two key individuals, usually managers.

In this situation, they can benefit by being encouraged to take on small, achievable projects so that they can learn how to be independent. This is achieved through a manager’s willingness to delegate, and to trust their team members’ abilities to achieve certain tasks on their own, even if their methods do not align with their leader’s.

How to instil confidence

A confident employeeMost ‘winning’ teams, be they on the sports field or in the world of business, have team players who make good decisions, and who work together seamlessly. Of course, winning on the sports field or completing tasks and projects successfully creates a level of self-assurance that increases the chances of ‘winning’ in the future, feeding a reinforcing spiral of positivity, if you will.

Good decision making can be built up through encouraging learning, and by providing plenty of opportunities for additional training. Individuals with this ability tend to have a stronger skill set, which allows them to achieve their tasks at hand. These skills, and a sufficient degree of relevant knowledge, are especially useful when approaching challenging projects.

Another method of instilling confidence in a team is to set clear goals for every member of that team, and then help them achieve those goals. Goals define success, and give people an objective to aim for. Without them, work can be ineffective and unproductive. When these goals are achieved successfully, they should be rewarded and celebrated.

Confidence can be built up not just from a team leader, but from within a team by its colleagues. Even a boss can be given a confidence boost!

Teams must also be allowed the autonomy to make their own decisions; they then start to take ownership of their work, and feel self-empowered when they succeed.

Focus on individuals

Identify individuals within a group who lack confidence. Get them to write down tasks that make them feel confident and those that don’t, and the reasons why. Using this information, you can determine what knowledge and skill gaps need to be addressed, and what tasks you can feed them that will boost their confidence while they are gaining the tools to handle tasks that they are less sure of.

Raising the confidence levels of team members means that they:

  • Are more comfortable taking risks, which can benefit their career and their team’s success.
  • Are more productive and effective.
  • Can achieve their life goals.
  • Can raise the morale of their entire group.

So, for a well rounded confident team, use as many of the aforementioned techniques as possible, and start the wheel of success rolling.

To learn more about building confident teams and individuals, take a look at the following courses that we provide:

Terrific Teams, Effective Leadership, The Effective Manager, Communication and Assertiveness

Filed under: Management Training

Speed Reading

Slow readerReading is a skill you will have generally honed by the age of 12, but rapid, effective and efficient reading is a skill we need to work at all of our lives, especially with the exponential growth of information available to each successive generation. Given that reading could be the most often used work-related skill, it is critical that we improve our reading skills. It also helps us better comprehend the overall structure of an article.

Correct speed reading allows us to at least double our reading speed while still understanding and retaining what we have read.

Many people read at about 250 words per minute. This means that an average page in a book or document would take you 1-2 minutes to read.

It is important to be selective as to the material you choose to speed read – it’s often best to read important or challenging documents slowly, so that you can fully understand them in detail. Legal documents, for example, are better read thoroughly and in their entirety, as are many technical documents. Poetry would be another area where utilising speed reading would not make sense!

Practice expanding the number of words that you read at a time.

Fatser readingSlow readers tend to focus on each word as they work their way across each line. When you concentrate on separate words, you often miss the overall concept of what’s being said. The eye can actually span about 4 cm at a time, which, for an average page, encompasses four or five words (it would be slightly less on a computer screen due its lower resolution).

Use the following techniques to read whole blocks of words:

  • Hold the text a little further from your eyes and soften your focus by relaxing your face and expanding your gaze.The more words you can read in each block, the faster you’ll read.
  • Use your peripheral vision to see words at the ends of each line. This way, you can quickly scan across and down to the next line.
  • Use your index finger, a pencil or other object and run it down the middle of the page (or your iPad!) at a constant and steady pace. Keep your head still as you follow the tip of your finger, for example, while flicking your gaze to the left of your finger, taking in the entire left half of the sentence, then right to read the remainder of the sentence. The speed at which you read using this method will largely depend on the speed at which your finger moves.
    This also helps prevent regression – the unnecessary re-reading of material. Sometimes people get into the habit of skipping back to words they have just read, or even back a few paragraphs, to ensure that they have read something correctly. This can result in losing the flow and structure of the text, and your overall understanding of a subject can decrease.

Read selectively rather than linearly

  • Scan the page first for signs of important information; this includes headings, bullet points and highlighted text, such as items colourised or in bold. This key information gives the material context and assists you in choosing what material needs or ‘deserves’ to be read. After all, you wouldn’t enter a library and start reading each book on the shelf until you came to the one you wanted.
  • While rereading and ‘slow’ reading should be avoided, it’s far better to read one critical paragraph twice than to read a whole lot of extraneous or irrelevant text once.

Avoid subvocalising and maximise your concentration

  • Pronouncing each word in your head as you read it limits you to reading at the same pace as talking, which is about 250-350 words per minute
  • Using the techniques mentioned above and reading in a distraction free environment help eliminate this habit. This includes buffering yourself from interuptions which are all too frequent in today’s hyperconnected world.
  • Stop multitasking while reading, and avoid “internal distractions’ such as playing back an argument you may have recently had in your head.

General tips

  • Practice speed reading on light, unimportant material such as newspapers, magazines and fictional novels. Ensure that the material you are reading is of no great consequence so that you do not feel that you are “missing out”.
  • Constantly work at improving your speed while retaining comprehension – you don’t climb Mount Everest in a single day! There are many speed reading assessments online where you can benchmark your progress.

So, in summary, speed read what you ought and for sport, slow read the technical and lyrical!

Speed reading can improve many facets of your working life; relevant courses and services we offer include Time and Stress Management , Communications, and Effective Management Skills.

Filed under: Management Training

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Jeanette Richardson - Managing Director

Jeanette Richardson - Managing Director