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05 January 2009

With 2009 guaranteed to be a year of uncertainty and change, millions of employers and employees across the UK are facing unprecedented challenges as they head back to work now that the seasonal festivities are over.
 
However, the Institute of Leadership & Management (ILM) believes that managers should look forward to the New Year with optimism rather than apprehension and make resolutions that will help themselves, their team and their organisation grow stronger.
 
Penny de Valk, Chief Executive of ILM, said: “You can almost feel a collective sense of people holding their breath to see what 2009 is going to bring, but the start of a New Year provides a real opportunity to think about what to do differently.
 
“In the current climate of fear and uncertainty, it has never been more important to go into the year ahead with confidence and a fresh approach.  Rather than dreading going back to work on the first day of 2009, afraid of having to make difficult decisions, managers must resolve to act on changes that need to be made, seize opportunities and build a good management approach for the future.”
 
ILM’s Top 5 New Year’s resolutions for managers are:
 
1)  Act with integrity
People follow authentic leaders.  Others will be looking to you and picking up on your level of confidence and openness to change.  Be honest about your concerns and the challenges ahead but act to build confidence in your and your team’s ability to respond to them.
When under stress it is easy to revert to type and forget the skills needed to make an impact as a good manager and a good coach. Even if you don’t have all the answers, focus on helping your team find new and better solutions.
 
2)  Dare to be different
In the current climate of uncertainty, it’s all too easy to simply become risk-averse. Yet today’s leaders need to be comfortable with ambiguity and change.
Make sure you stay open to creative thinking and look for any opportunity the current environment might present.
 
3)  Be Bold
Don’t be afraid to tackle difficult issues, both within and outside of your team. Avoiding ‘unpleasantness’ is a very British trait, but the cost of neglecting problems can be high.
Make sure that you address performance issues in a timely manner with fairness and objectivity.
 
4)  Invest in your success
Although budgets will be under pressure in 2009, it’s crucial to invest in your own development and that of your team.
Select one or two very specific areas for your own improvement in 2009 and make sure that you work hard on them throughout the year.  For instance you could focus on improving your coaching skills, to drive up team performance, or improving your time management to increase your personal effectiveness.
 
5)  Communicate to motivate
This year, make an extra effort to listen to your staff, and give them timely, constructive feedback and praise whenever it is deserved.
Team motivation and productivity are linked directly to confidence and morale. Ensure your staff know what they do well and where they need to improve. Letting them know how much you appreciate the extra effort they will all be required to put into their day this year should be a priority.
 
[Ends]
 
For media enquiries, please contact:
Ellie Backhouse, Amy MacLaren or Rebecca Griffiths at Colman Getty
on 020 7631 2666 (out of hours) 07980 843 088
Ellie@colmangetty.co.uk / amy@colmangetty.co.uk / rebeccagriffiths@colmangetty.co.uk
 
NOTES TO EDITORS:

Penny de Valk, Chief Executive of ILM, is available for interviews.
The Institute of Leadership & Management (ILM) is Europe’s leading management organisation. ILM partners with more than 80,000 individuals and organisations each year to help them fulfil their potential and achieve success through its wide range of flexible leadership and management development solutions. 

From industry-leading qualifications and membership services to specialist learning resources, all ILM products and services are built on in-depth research and benchmarked against best practice standards. Supporting a fast-growing community of over 30,000 practising leaders and managers, ILM’s membership services are designed to provide ongoing continuing professional development throughout every stage of a manager’s career.

Backed by an in depth programme of thought leadership research, ILM operates internationally, improving leadership and management skills, knowledge and outputs across all sectors, from corporate finance to the armed forces. http://www.i-l-m.com/