How to Be a Changemaker – Havard Business Management Tip of the Day – March 25, 2010 – Harvard Business Review

The leadership skills that worked in the past are quickly becoming irrelevant in today’s fast-paced, change-is-the-name-of-the-game world. To be effective, you need to know how to adapt to and drive change. Here are the six core skills that can turn you into a changemaker:

Bring people together who aren’t connected.

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How to Be a Changemaker – Management Tip of the Day – March 25, 2010 – Harvard Business Review.

Gwen Hughes is fundraising for Leukaemia and Lymphoma Research – JustGiving

Gwen’s husband Graham was diagnosed with leukaemia in July 09. Since then he has had chemotherapy and a bone marrow transplant at Heartlands hospital, Birmingham. As a way of showing gratitude for the treatment which Gray received, Gwen has signed up to walk with Sir Ian Beefy Botham on 11th April 2010 in Sutton Park. She would like to raise as much as she can for Leukaemia and Lymphoma Research and so your support is very important. Donating through JustGiving is simple, fast and totally secure. Your details are safe with JustGiving – they’ll never sell them on or send unwanted emails. Once you donate, they’ll send your money directly to the charity and make sure Gift Aid is reclaimed on every eligible donation by a UK taxpayer. So it’s the most efficient way to donate – she raises more, whilst saving time and cutting costs for the charity.

To help follow this link

http://original.justgiving.com/gwenhwithbeefyforleukaemiaresearch

DEALING WITH ANGER

Anger usually arises from some form of perceived transgression against yourself.  It needn’t be real – you just need to believe it happened!

It comes about in three main areas

  • Some one or some thing gets in the way and stops you achieving a goal
  • Someone or some organisation breaks you personal rules.  For example, ‘I’ve worked for them for years and now they want to get rid of me!’
  • You self esteemed feel threatened

You feel angry and you may lash out verbally or physically.  Or you may displace your aggression and take it out on someone else.  Instead of attacking you may withdraw – storm out! Or you may attack indirectly – for example, subverting or spreading rumours – a passive aggressive response.

But it is clear that prolonged anger damages you mentally and physically!

You may believe that letting it out is the best way to deal with it.  But ‘cathartic’ expressions of anger reinforce your anger because the underlying beliefs are strengthened. To get over being angry you have first to get over the idea that others make you angry! If others annoy you, it is you who presses the anger button so that you ‘blow your top’!  You ‘lose your temper’, no one takes it from you!  And you probably regret it later which shows that other options were available.

Your self talk determines how you respond to a situation. Anger results from how you think about a situation, not the situation itself.

Examine the potential results of your anger in terms of damaged relationships, poor performance and the effect on your physical and mental health!  Look at alternative responses  – being more assertive ( stand up for yourself without loss of control), developing an early warning system by recognizing the early signs of anger (muscle tension, clenched fists, the rising voice and impatience) and learn how to diffuse it,  You can talk yourself down or leave the situation and when you are calmer think how to deal with the situation in a more constructive way.

Here is a really useful website

http://www.mind.org.uk/help/diagnoses_and_conditions/dealing_with_anger

With grateful thanks to Life Coaching A Cognitive-Behavioural Approach Neenan and Dryden 2002

RAISING A GRIEVANCE AT WORK – PROCEDURE

During our working lives many of us will encounter difficulties at work. Most workplace disputes are relatively minor and can be resolved informally. Some, however, can’t and in those situations an employee can formalise their complaint through a grievance procedure.

Formal grievances can be a stressful process and employees can feel isolated or vilified for raising complaints.

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Raising a grievance procedure at work.