You can go online to buy your copy now from Ark.
Alternatively, do get in touch so that we can help you explore what and how should be happening in your firm for a happy future for all.
Showing posts with label Change Management. Show all posts
Showing posts with label Change Management. Show all posts
Is retirement dead as a concept? How's your career?
Over the last few weeks there has been a lot in the news about retirement and whether it is an outdated concept or not. What is clear is that many people just simply can't or won't stop working. Why? Because the love doing what they are doing: how perfect.
Managing your career is critical and planning how long you want to continue in your professional career, or what else you could do to compliment your activities requires planning. Leaving this till the 6 months' before you retire is likely to be too late. The Role of a Law Firm Partner now in its 2nd edition, explores what lawyers are facing and the legal profession as a whole around careers. However, much of what we have found out is applicable to anyone who has a technical expertise, has to deal with clients, is responsible for generating income and is au fait with business generally.
You can go online to buy your copy now from Ark.
Alternatively, do get in touch so that we can help you explore what and how should be happening in your firm for a happy future for all.
You can go online to buy your copy now from Ark.
Alternatively, do get in touch so that we can help you explore what and how should be happening in your firm for a happy future for all.
Difficult Situations need Different Responses!
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Whatever your experience, this is designed to help those newly in post who would appreciate the support of others, and tapping into our experience. Go online to book your place.
see you soon on another lovely day:
The Journey to 2025 - A Decade of Discovery - investment!
I first met Rohit Talwar, CEO, Fast Future Research over 12 years ago and remain amazed at the extraordinary developments going on in our world: Check out his latest thoughts.
Our world is being transformed by rapid advances in sciences and technology that are touching every aspect of our lives. So what changes could these developments bring about for life as we know it? We only have to look around us to see just how much can change in a relatively short space of time.
Our lives have been shaped by developments which most of us couldn't have imagined a decade ago. For example, handheld devices such as smartphones and tablets now allow us to have live video conversations with our friends, translate instantaneously between multiple languages, watch full length videos and monitor diverse aspects of our health from blood pressure to oxygen flow and stress levels. 3D printing is now available in every home and is being used to create everything from blood cells to entire houses, while new aircraft such as the A380 can carry over 800 passengers on a single flight.
As we look ahead, the decade could be shaped by advances in nanotechnology, information technology, vertical farming, artificial intelligence, robotics, 4D printing, super-smart materials, neuroscience, the biological sciences and genetics. Below we take a brief look at ten scenarios exploring how some of these developments could come together and impact different aspects of our world.
1. Human 2.0 - Human augmentation will accelerate in the next decade. By 2025 we will be witnessing a new breed of human 2.0 and 3.0 who have "hacked" their own bodies. Mind-enhancing drugs are already a reality and we can now have super-smart prosthetic limb replacements that have greater functionality than the ones we were born with. Both fields will continue to progress and we will see genetic treatments to eliminate conditions such as rage and obesity.
All of these enhancements will be monitored and managed 24/7 by a variety of wearable technologies and devices implanted into our bodies. These will help us track every vital sign and link directly to both our own hand held devices and to monitoring services provided by our healthcare providers. 3D printing already allows us to create replacement body parts. The evolution to 4D printing will enable the manufacture of body parts that can self assemble and adapt their shape and properties over time - giving us limbs that could reinforce themselves as we age.
2. National Sovereignty - The map of the globe will change - driven by economic forces. Many smaller and poorer countries may find it impossible to cope on their own with the accelerating pace of change and the cost of keeping up to speed with a globally connected planet. By 2025, we could see 20-25 country mergers as 'at risk' nations seek to come together to create the critical economic strength and attract the investment required to serve their populations and compete in the hyper-connected era.
3. Corporate Giants - 50% of the Fortune 500 index of the largest publicly listed companies in 2025 will come from firms that were not even born in 2014. We will see an ever-increasing number of so called 'exponential companies' that achieve rapid rates of growth by using science and technology to disrupt old industries and create new ones. For example, the taxi app Uber didn't even exist in 2008 and is now valued at over $40 billion while a number of new technology-based businesses such as AirBnB and Snapchat are already valued at over $10 Billion. Many more mega-growth players will emerge in sectors such as driverless cars, 3D and 4D printing, genetics and web-based applications and services that we can't even imagine today. Some argue that the notion of public stock markets will have been transformed by more efficient online crowd funding platforms and the widespread use of digital currencies that effectively create a single global monetary system.
4. Financial Services - By 2025, the financial services landscape will have been transformed by digital currencies like Bitcoin, open markets and a wave of new providers offering crowd based solutions for everything from insurance to equity investment and commercial financing. These community platforms will let us lend to and invest in each other - bypassing the existing providers of saving, business investment, loans and personal insurance.
5. Brain Uploading - By 2025 we will have mapped how the human brain works and technology companies will be competing to host the 'back up' of our brains online. Three major projects in Europe, the USA and China are currently involved in major research activities to understand how the brain stores information and memories. This will ultimately allow us to create memory back-ups with the information stored remotely via an online service provider in exactly the same way as many of us already do with the data on our computers and mobile devices.
6. Immersivity - By 2025 technology advances will give rise to new immersive live and virtual leisure experiences. For example, we will be able to become participants in live action adventures games from Roman battles to re-running the Olympic 100 metres final with robots performing the roles of the other contestants.
7. Mixed Reality Living - The boundaries between virtual and physical worlds will have disappeared by 2025 as we overlay multiple layers of digital sensory augmentation over our physical environment. Augmented and virtual reality will have advanced to the point where we can stimulate all our senses over the internet and via our handheld devices. So, for example, when booking a hotel, these developments would enable us to feel the bed linens, taste the food in the restaurant and smell the bath products - all from a device in the palm of our hands.
8. Robotics - The replacement of humans by robots in manufacturing has been taking place for two decades - it is now spreading to a wide range of other sectors such elder care, crop spraying and warehouse management. By 2025 robots will have entered every aspect of human life and will be commonplace - performing functions as diverse as nursing, complex surgery, policing and security, through to construction, retail and hotel service roles. All of the major vehicle manufacturers are working on autonomous or driverless cars - a form of robot that we will see coming to market in the next few years.
9. Artificial Intelligence - Breakthroughs is Artificial Intelligence (AI) are accelerating - with the development of computer software that has the capacity to mimic humans' ability to learn and adapt over time to changing circumstances. AI is already in widespread use in applications such as satnav systems, aeroplane autopilots, assessing credit and loan applications in financial services, automated call centres and healthcare diagnoses. Advances in AI will gather pace in the next decade. For example, by 2025, the interfaces to all our devices from phones to computers, cars and home appliances will be highly intelligent and adaptive - learning from our behaviours and choices and anticipating our needs.
10. Internet of Life - In the next decade upwards of 100 billion objects from smartphones to street lamps and our cars will be connected together via a vast 'internet of everything'. This will impact every aspect of our lives - for example it could transform the criminal justice system. By 2025, evidence in a court case will include data taken from body worn cameras and microphones and sensors in everyday objects such as clothing, furniture and even our coffee cups - proving exactly what happened and who was present at the scene of a crime.
To arrange for your corporation to meet Rohit - please contact me asap: before it is too late!
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Patricia & Adrian
Help? I'm a new Managing Partner...... LMS 19th Feb
Supporting the Law Management Section's Regional Managing Partner forums, I will be facilitating a short discussion group on Thursday 19th February, in the afternoon. Aimed at Managing Partners who are new in the post, we will explore how to manage the role depending upon whether this includes fee earning, lots of client relationships, and managing other partners: plus all the rest.
if you are interested, do book your place now:19th February LMS for Regional MPs..
I look forward to meeting you at the Law Society.
Have a good week
Patricia
if you are interested, do book your place now:19th February LMS for Regional MPs..
I look forward to meeting you at the Law Society.
Have a good week
Patricia
GrowthAccelerator: match-fund your business growth!
At the end of last week we told you about the fast track version of GrowthAccelerator: now some more detail about the core programme:
How does GrowthAccelerator work?
• Eligibility and suitability assessment by a Growth Manager (phone)
• Online interactive assessment tool – GROWTHmapper®
• Growth Manager meets with Directors to assess and identify priorities
to help achieve growth (face to face meeting)
• Growth Manager drafts growth plan (‘Scope of Support’)
• Once agreed, Scope used to select the most suitable Growth Coach
• Contracts signed, Growth Coach selected, coaching starts
• Identify Leadership & Management training needs at all points
• Relationship managed by the Growth Manager
• Client can attend/send staff to up to 6 Business Development Coach Workshops if on the main Coaching Programme (or 3 Masterclasses if on Access to Finance or Growth Through Innovation)
What does it cost?
Size: Cost VAT
1 – 4 employees £ 600 £700*
5 – 49 employees £1,500 £700*
50 – 249 employees £3,000 £700*
*VAT is based on 20% of the nominal value of the service which is £3,500, so all businesses pay the same amount of VAT, which you can recover.
What does a GrowthAccelerator Client receive?
Up to 4 – 6 days of coaching time, based on outputs that have been agreed, attendance at 6 x 0.5 days workshops and 3 full day masterclasses, plus up to £2,000 matched funding for each of the senior management team.
What are the benefits:
Your growth strategy could involve: Business planning, Strategic planning, Marketing strategy, Organisation change, Improving performance and efficiencies, recruitment and people management.
There is help to become investment ready and so more attractive to funders, including specialist finance coach, introductions to appropriate funders and the GrowthAccelerator's Investor Relations team.
Other businesses may be interested in how to commercialise new products, services or consider other business models, maybe developing an innovation strategy and generating profitable IP.
How can Businesses use this opportunity?
First of all it is always good to get an impartial diagnosis of where you are, which the GROWTHmapper© provides, as well as guidance and support from the dedicated growth manager and coach. By attending masterclasses and workshops with peers in the market place, and up to £2,000 per individual leader / manager, firms have a chance to make significant changes that will ensure the survival and sustainable future of their firms. Can anyone really ignore this opportunity to be part of the high growth community?
Contact Patricia or Tony Stubbs on: 0208 870 9781 NOW!
How does GrowthAccelerator work?
• Eligibility and suitability assessment by a Growth Manager (phone)
• Online interactive assessment tool – GROWTHmapper®
• Growth Manager meets with Directors to assess and identify priorities
to help achieve growth (face to face meeting)
• Growth Manager drafts growth plan (‘Scope of Support’)
• Once agreed, Scope used to select the most suitable Growth Coach
• Contracts signed, Growth Coach selected, coaching starts
• Identify Leadership & Management training needs at all points
• Relationship managed by the Growth Manager
• Client can attend/send staff to up to 6 Business Development Coach Workshops if on the main Coaching Programme (or 3 Masterclasses if on Access to Finance or Growth Through Innovation)
What does it cost?
Size: Cost VAT
1 – 4 employees £ 600 £700*
5 – 49 employees £1,500 £700*
50 – 249 employees £3,000 £700*
*VAT is based on 20% of the nominal value of the service which is £3,500, so all businesses pay the same amount of VAT, which you can recover.
What does a GrowthAccelerator Client receive?
Up to 4 – 6 days of coaching time, based on outputs that have been agreed, attendance at 6 x 0.5 days workshops and 3 full day masterclasses, plus up to £2,000 matched funding for each of the senior management team.
What are the benefits:
Your growth strategy could involve: Business planning, Strategic planning, Marketing strategy, Organisation change, Improving performance and efficiencies, recruitment and people management.
There is help to become investment ready and so more attractive to funders, including specialist finance coach, introductions to appropriate funders and the GrowthAccelerator's Investor Relations team.
Other businesses may be interested in how to commercialise new products, services or consider other business models, maybe developing an innovation strategy and generating profitable IP.
How can Businesses use this opportunity?
First of all it is always good to get an impartial diagnosis of where you are, which the GROWTHmapper© provides, as well as guidance and support from the dedicated growth manager and coach. By attending masterclasses and workshops with peers in the market place, and up to £2,000 per individual leader / manager, firms have a chance to make significant changes that will ensure the survival and sustainable future of their firms. Can anyone really ignore this opportunity to be part of the high growth community?
Contact Patricia or Tony Stubbs on: 0208 870 9781 NOW!
Stop Press: limited opportunity: Matched Funding, GrowthAccelerator
Stop Press! Limited offer: The Growth Impact Pilot from GrowthAccelerator:
A number of years ago the government had Training and Enterprise Councils (TEC), Business Links and other iterations of agencies to help businesses be creative, entrepreneurial, increase the use of technology, improve profitability, leading to increased employment. Today this is achieved through the GrowthAccelerator programme which is available to any business with less than £40million turnover, and less than 250 staff. Originally this programme was due to stop in March 2015 but has been so successful that the Government has extended it. Could this be the kick-start help you might find useful?
AND... there is a brilliant offer for prospective clients who are heading for high growth and:
• Have a turnover between £250,000 and £2 million
• Primarily want Leadership & Management training, already have an identified L&M requirement
• Are prepared to accept the coaching if randomly selected (see next blog).
• They will need to pay £700 VAT if they are chosen.
• The person who provides the training cannot also be their coach (see next blog).
• Know their numbers and are prepared to complete the Application Form (or talk it over with a Growth Manager) and be part of a research study – which could offer some great PR.
There are limited spaces left for the fast track version of the GrowthAccelerator programme, so contact Us: patricia@trafalgarpeople.com and we can signpost those interested.
There may be a Professional Services specialist group developing: let us know if you are interested in this.
A number of years ago the government had Training and Enterprise Councils (TEC), Business Links and other iterations of agencies to help businesses be creative, entrepreneurial, increase the use of technology, improve profitability, leading to increased employment. Today this is achieved through the GrowthAccelerator programme which is available to any business with less than £40million turnover, and less than 250 staff. Originally this programme was due to stop in March 2015 but has been so successful that the Government has extended it. Could this be the kick-start help you might find useful?
AND... there is a brilliant offer for prospective clients who are heading for high growth and:
• Have a turnover between £250,000 and £2 million
• Primarily want Leadership & Management training, already have an identified L&M requirement
• Are prepared to accept the coaching if randomly selected (see next blog).
• They will need to pay £700 VAT if they are chosen.
• The person who provides the training cannot also be their coach (see next blog).
• Know their numbers and are prepared to complete the Application Form (or talk it over with a Growth Manager) and be part of a research study – which could offer some great PR.
There are limited spaces left for the fast track version of the GrowthAccelerator programme, so contact Us: patricia@trafalgarpeople.com and we can signpost those interested.
There may be a Professional Services specialist group developing: let us know if you are interested in this.
Evaluating Behavioural Change - a Case Study
One of the biggest challenges that we face is evaluating the impact of training and development on behavioural change. It’s not just the time delay following development to seeing the change but also the commitment to the actual evaluation.
In this situation, the organisation focused on new managers and built in three specific areas:
- 360 degree evaluation/feedback
- Training/development interventions
- Accreditation/development centres
360 Degree Evaluation/Feedback
The first stage was to develop a 360 tool based around current competency measures. This was then completed and forwarded to Trafalgar anonymously who pulled together the information and then sent to the Individual and Manager for a development discussion. This then drove the next stage.
Training/Development Interventions
A series of interventions were developed using eLearning, CBT and training programmes to cover the key competency areas. Some programmes were core and mandated whilst others were optional. Pre and post discussions with the Line Manager were a pre-requisite for all activities. Core programmes focussed on leadership, management, change, team development whilst optional interventions concentrated on assertiveness, presentation skills etc.
Accreditation/Development Centres
The final stage was to attend an internal accreditation/development centre where the behavioural skills were ‘tested’ through group and individual activities. Attendees also had to undertake a specific work project, the results/outputs of which covered the costs of the programme. Observers were internal managers of attendees, which developed the skills and ownership of the Line Manager population. Activities were observed, feedback collated and then made available to the Individual and Line Manager. This then led to either immediate accreditation, a plan towards accreditation or the need to re-attend. All outcomes led to a very focused and specific development plan.
The timeframe involved from start to completion was anything from nine months to two years depending on the gap in development and the benefits……
Benefits
- A focussed and measurable framework for development
- Internal recognition
- Support tool for succession planning
- Buy-in from Line Managers
- Commitment to people
- Self-financing through a work project
- Partnership, owned by the business with external support
Next Step For You
Contact: Adrian Towell, Director
- adrian@trafalgarpeople.co.uk
- Mob: +44 (0) 7785 988944
In this situation, the organisation focused on new managers and built in three specific areas:
- 360 degree evaluation/feedback
- Training/development interventions
- Accreditation/development centres
360 Degree Evaluation/Feedback
The first stage was to develop a 360 tool based around current competency measures. This was then completed and forwarded to Trafalgar anonymously who pulled together the information and then sent to the Individual and Manager for a development discussion. This then drove the next stage.
Training/Development Interventions
A series of interventions were developed using eLearning, CBT and training programmes to cover the key competency areas. Some programmes were core and mandated whilst others were optional. Pre and post discussions with the Line Manager were a pre-requisite for all activities. Core programmes focussed on leadership, management, change, team development whilst optional interventions concentrated on assertiveness, presentation skills etc.
Accreditation/Development Centres
The final stage was to attend an internal accreditation/development centre where the behavioural skills were ‘tested’ through group and individual activities. Attendees also had to undertake a specific work project, the results/outputs of which covered the costs of the programme. Observers were internal managers of attendees, which developed the skills and ownership of the Line Manager population. Activities were observed, feedback collated and then made available to the Individual and Line Manager. This then led to either immediate accreditation, a plan towards accreditation or the need to re-attend. All outcomes led to a very focused and specific development plan.
The timeframe involved from start to completion was anything from nine months to two years depending on the gap in development and the benefits……
Benefits
- A focussed and measurable framework for development
- Internal recognition
- Support tool for succession planning
- Buy-in from Line Managers
- Commitment to people
- Self-financing through a work project
- Partnership, owned by the business with external support
Next Step For You
Contact: Adrian Towell, Director
- adrian@trafalgarpeople.co.uk
- Mob: +44 (0) 7785 988944
Preparing for PI insurance: have a desktop review
The term “Risk Management” has now been with us for as long as most of us can sanely remember.
But what is Risk Management? How can you make sense of what can work in your practice without ploughing blindly on and risking failure because you didn’t see that risk coming, or jumping at shadows and not fulfilling your potential?.jpg)
Every practice is different but there are lines of latitude and longitude that run through them all and you can put sensible measures in place to manage risk robustly and dare I say, still make a profit.
The Law Society’s Practice Management Standard, Lexcel, is an excellent way to introduce structure, policies and procedures into your business and to ensure that everyone plays their part in making it work well. The fact that you must be independently assessed every year will give you helpful feedback, keep you on track and save you tearing your hair out.
It is a great business management tool.
You may have already achieved membership of other Law Society quality standards such as the Conveyancing Quality Scheme or the more recent Wills and Inheritance Quality Scheme, but you need to be working to the Core Practice Management Standards and be confident that you will make the grade in an assessment.
• The SRA Handbook can be a rather daunting read, and Outcomes Focussed Regulation must be interpreted and applied effectively.
• There are straightforward and practical ways to help you to meet the required quality standards and give you peace of mind that you won’t fall foul of regulation.
You may be a newly authorised ABS who wants structure in place from day one; or a long established Partnership or a Sole Practitioner who has had, for a long time, good intentions of getting a handle on compliance but finding it bewildering so it keeps getting shelved.
You could be a criminal defence solicitor wondering if you dare take on privately paying clients for fear of accepting proceeds of crime; or a practice doing fast track work that only takes fixed fees and you are going dizzy trying to get your invoicing processes and transfers between client and office account working smoothly - do not despair, your business model can work and be compliant.
It is that time of year again when applications to the Professional Indemnity Insurance forms need to be completed and submitted which means your risk profile will be under the spotlight. So don’t exhaust yourself – seek advice, get help, address the issues and continue with confidence.
If you are interested in an initial, no commitment, meeting or desktop review, then contact Patricia Wheatley Burt and her expert team of Consultants and Coaches on: +44 (0)20 8870 9781 - it could save you hundreds of pounds, time and energy.
But what is Risk Management? How can you make sense of what can work in your practice without ploughing blindly on and risking failure because you didn’t see that risk coming, or jumping at shadows and not fulfilling your potential?
.jpg)
Every practice is different but there are lines of latitude and longitude that run through them all and you can put sensible measures in place to manage risk robustly and dare I say, still make a profit.
The Law Society’s Practice Management Standard, Lexcel, is an excellent way to introduce structure, policies and procedures into your business and to ensure that everyone plays their part in making it work well. The fact that you must be independently assessed every year will give you helpful feedback, keep you on track and save you tearing your hair out.
It is a great business management tool.
You may have already achieved membership of other Law Society quality standards such as the Conveyancing Quality Scheme or the more recent Wills and Inheritance Quality Scheme, but you need to be working to the Core Practice Management Standards and be confident that you will make the grade in an assessment.
• The SRA Handbook can be a rather daunting read, and Outcomes Focussed Regulation must be interpreted and applied effectively.
• There are straightforward and practical ways to help you to meet the required quality standards and give you peace of mind that you won’t fall foul of regulation.
You may be a newly authorised ABS who wants structure in place from day one; or a long established Partnership or a Sole Practitioner who has had, for a long time, good intentions of getting a handle on compliance but finding it bewildering so it keeps getting shelved.
You could be a criminal defence solicitor wondering if you dare take on privately paying clients for fear of accepting proceeds of crime; or a practice doing fast track work that only takes fixed fees and you are going dizzy trying to get your invoicing processes and transfers between client and office account working smoothly - do not despair, your business model can work and be compliant.
It is that time of year again when applications to the Professional Indemnity Insurance forms need to be completed and submitted which means your risk profile will be under the spotlight. So don’t exhaust yourself – seek advice, get help, address the issues and continue with confidence.
If you are interested in an initial, no commitment, meeting or desktop review, then contact Patricia Wheatley Burt and her expert team of Consultants and Coaches on: +44 (0)20 8870 9781 - it could save you hundreds of pounds, time and energy.
Cross-Cultural Success
‘When he was flying the skull and crossbones flag, it meant he was running around naked, and when the Union Jack was flying – it was OK for me to bring my friends home;’ laughed Hugh, a charming 72 year old man I met at dinner recently, describing the rather eccentric behaviour of his father, back in the 1940’s.
What a clever way to let others know how you feel, and how they should behave towards you; if only we could all have a flag system. But it isn’t always that easy to communicate exactly what we mean or feel and it is even more difficult if we are from different backgrounds and cultures.
With true Mediterranean flair, Dario, CEO of an Italian IT company, raised his eyes to heaven, stood up and said:
“So that is what you mean by ziz Performance Management, Patrichia. It eez all about productivity, efficiency and profit (accompanied by graphic hand gestures) !
Why deedn’t you say zo before?!!”
We were discussing how to make the Performance Appraisal discussions (as part of the Performance Management process), really effective. I had been struggling to find the right way to express myself, and so gain his buy-in to the process.
Cross-Cultural thinking is now essential for almost every single organisation (unless you are living up a mountain or on an island that is smaller than a pin-head). Whether working in New York, Singapore or London what a wonderful multi-cultural world we live in – but how culturally very complex.
Many managers and staff have been ‘brought up’ to believe they should only do what they are told – and not use their initiative. When sharing the concept of empowerment, both for them and their staff it is quite a mind-shift for many managers, who still believe that Knowledge is Power, and Absolute Knowledge is Absolute Power: when the reverse is truer.
We happily parachute people in from other cultures and countries and imagine they will integrate with the team without perhaps considering the issues involved. What we often fail to appreciate is that to achieve any shift in culture i.e. attitude and values, (and in this case devolving decision making,) management have to actually alter the way they behave.
- Culture is what we say we would like to happen,
- Climate is what you do and so what your staff actually experience.
It is this reality we have to manage. So to have an integrated or Cross-Cultural environment, you have to do far more than just say you think it is a good idea. Some organisations have been using an International Cultural inventory, run independently and externally, to assess how aligned their culture and strategy are. ‘Most businesses describe their culture using generalities like ‘team-spirited,’ ‘ethical’, ‘collegiate’ or ‘client-focused’ but have not worked out how to measure these accurately and then to work out which drive profitability the most. Once you know this, specific action can be taken to improve performance’.
We are bombarded with how many staff in the UK workforce who have English as their second language. Each business has a responsibility to help their staff integrate into our society; we don’t have to change our British-ness although we may develop and extend our core values as part of a natural evolution.
Why not test your organisation:
- How multicultural are you?
- How imaginative are you to ensure you communicate in a way that all your staff can understand?
- Do your policies and procedures stand up to the SMOG test? (Simple Measure of Gobbledygook) www.wordscount.info;
- How obedient or empowered are your people really?
It can be a sobering exercise to test your organisation. The benefits could mean you can employ from a far wider pool of candidates, that you get your message understood, not only by your staff – but of course by your customers and clients.
Can you afford not to be understood in all languages?
Patricia
With true Mediterranean flair, Dario, CEO of an Italian IT company, raised his eyes to heaven, stood up and said:
“So that is what you mean by ziz Performance Management, Patrichia. It eez all about productivity, efficiency and profit (accompanied by graphic hand gestures) !
Why deedn’t you say zo before?!!”
We were discussing how to make the Performance Appraisal discussions (as part of the Performance Management process), really effective. I had been struggling to find the right way to express myself, and so gain his buy-in to the process.
Cross-Cultural thinking is now essential for almost every single organisation (unless you are living up a mountain or on an island that is smaller than a pin-head). Whether working in New York, Singapore or London what a wonderful multi-cultural world we live in – but how culturally very complex.
Many managers and staff have been ‘brought up’ to believe they should only do what they are told – and not use their initiative. When sharing the concept of empowerment, both for them and their staff it is quite a mind-shift for many managers, who still believe that Knowledge is Power, and Absolute Knowledge is Absolute Power: when the reverse is truer.
We happily parachute people in from other cultures and countries and imagine they will integrate with the team without perhaps considering the issues involved. What we often fail to appreciate is that to achieve any shift in culture i.e. attitude and values, (and in this case devolving decision making,) management have to actually alter the way they behave.
- Culture is what we say we would like to happen,
- Climate is what you do and so what your staff actually experience.
It is this reality we have to manage. So to have an integrated or Cross-Cultural environment, you have to do far more than just say you think it is a good idea. Some organisations have been using an International Cultural inventory, run independently and externally, to assess how aligned their culture and strategy are. ‘Most businesses describe their culture using generalities like ‘team-spirited,’ ‘ethical’, ‘collegiate’ or ‘client-focused’ but have not worked out how to measure these accurately and then to work out which drive profitability the most. Once you know this, specific action can be taken to improve performance’.
We are bombarded with how many staff in the UK workforce who have English as their second language. Each business has a responsibility to help their staff integrate into our society; we don’t have to change our British-ness although we may develop and extend our core values as part of a natural evolution.
Why not test your organisation:
- How multicultural are you?
- How imaginative are you to ensure you communicate in a way that all your staff can understand?
- Do your policies and procedures stand up to the SMOG test? (Simple Measure of Gobbledygook) www.wordscount.info;
- How obedient or empowered are your people really?
It can be a sobering exercise to test your organisation. The benefits could mean you can employ from a far wider pool of candidates, that you get your message understood, not only by your staff – but of course by your customers and clients.
Can you afford not to be understood in all languages?
Patricia
Treating your staff like Customers – getting a Return on your Investment.
On a training programme I attended the other day, we were running a little late and the trainer asked her assistant to double-check whether we could have lunch a quarter of an hour later than scheduled. The answer from the kitchen staff was categorically “No”, We’d booked it for 12.45 pm and that was when we were going to get it. Clearly, the chef was not aware of the principles of customer service.
However, how should we view our customer service when we look at it in relation to managing the staff?
Having worked hard to attract suitable people within the business, it strikes me that at the moment, there are some really unfortunate messages getting out. The other day, Billy, a young banker, was talking to me about how his boss had, during a performance appraisal discussion, led him to believe that if in 5 years time Billy was still with the bank, he certainly wouldn’t have reached Director status. This came as a terrible shock to Billy, who thought he was doing a good job, and so he immediately set about trying to find himself another job. His devotion to his existing job was noted by some of the more senior people within the bank, who actually queried why he was looking for another job. There were some seriously mixed messages going on!
The concept of looking after the people we’ve worked hard to attract into our businesses, may be novel, but if we don’t there will be no return on the investment. The glitzy bonuses will have worn off with the Spring sunshine. Your organisation has to work hard to make sure that the managers you employ are actually capable of doing the job, so that you don’t lose your customers but nor do you lose your good staff!
So what can you do? Using a competency framework helps to establish standards of behaviour, with detailed examples of how you expect somebody to manage their people in particular. Many organisations will hold their performance appraisal discussions in the Spring so why not run your process through the following checklist:
1. When did you last review the competency framework in your appraisal system?
2. How relevant are the competencies and the descriptions of behaviour? Have you changed or improved these recently? Do they connect with your core values?
3. When did you last organise training for your managers to make sure they are passing on the right messages and undertake appraisals effectively?
4. How do you check that the appraisals are being conducted fairly and reasonably, in line with the organisation’s overall standard? What form of “grandfather review” do you undertake?
5. If you do identify any actions as a result of the appraisal discussions, how do you know that these get actioned or implemented; how do you manage managers?
6. What external performance indicators do you use, such as client satisfaction surveys, lost or retained customers, customer recommendation or complaints? All of these help you to establish whether your management team are delivering against their job expectation.
7. Why not use a staff survey to check how your staff are feeling about the way they are being managed?
You need to make sure you are providing the right level of management and leadership in your organisation, otherwise the cost of lost customers, and replacing superb staff like Billy, will cost you more in lost profits.
Don’t ignore this part of the return on investment equation!
Patricia
For more information on the ideas and processes raised here do contact Patricia at Trafalgar – the People Business specializes in Managing Change and Performance Management. Contact us on: patricia@patriciawheatleyburt.com Tel: +44 (0)20 7565 7547 www.trafalgarpeople.com
However, how should we view our customer service when we look at it in relation to managing the staff?
Having worked hard to attract suitable people within the business, it strikes me that at the moment, there are some really unfortunate messages getting out. The other day, Billy, a young banker, was talking to me about how his boss had, during a performance appraisal discussion, led him to believe that if in 5 years time Billy was still with the bank, he certainly wouldn’t have reached Director status. This came as a terrible shock to Billy, who thought he was doing a good job, and so he immediately set about trying to find himself another job. His devotion to his existing job was noted by some of the more senior people within the bank, who actually queried why he was looking for another job. There were some seriously mixed messages going on!
The concept of looking after the people we’ve worked hard to attract into our businesses, may be novel, but if we don’t there will be no return on the investment. The glitzy bonuses will have worn off with the Spring sunshine. Your organisation has to work hard to make sure that the managers you employ are actually capable of doing the job, so that you don’t lose your customers but nor do you lose your good staff!
So what can you do? Using a competency framework helps to establish standards of behaviour, with detailed examples of how you expect somebody to manage their people in particular. Many organisations will hold their performance appraisal discussions in the Spring so why not run your process through the following checklist:
1. When did you last review the competency framework in your appraisal system?
2. How relevant are the competencies and the descriptions of behaviour? Have you changed or improved these recently? Do they connect with your core values?
3. When did you last organise training for your managers to make sure they are passing on the right messages and undertake appraisals effectively?
4. How do you check that the appraisals are being conducted fairly and reasonably, in line with the organisation’s overall standard? What form of “grandfather review” do you undertake?
5. If you do identify any actions as a result of the appraisal discussions, how do you know that these get actioned or implemented; how do you manage managers?
6. What external performance indicators do you use, such as client satisfaction surveys, lost or retained customers, customer recommendation or complaints? All of these help you to establish whether your management team are delivering against their job expectation.
7. Why not use a staff survey to check how your staff are feeling about the way they are being managed?
You need to make sure you are providing the right level of management and leadership in your organisation, otherwise the cost of lost customers, and replacing superb staff like Billy, will cost you more in lost profits.
Don’t ignore this part of the return on investment equation!
Patricia
For more information on the ideas and processes raised here do contact Patricia at Trafalgar – the People Business specializes in Managing Change and Performance Management. Contact us on: patricia@patriciawheatleyburt.com Tel: +44 (0)20 7565 7547 www.trafalgarpeople.com
Prophet warning from the wilderness?
Years ago I interviewed Tom for a Sales Manager vacancy. Part of the interview process was a short Personality Profile, which, when I read it, suggested he was ‘schizophrenic’: it was an impossible profile! However, the Sales Director thought he was the best interviewee and being naïve (and new at the tests) I assumed the test was wrong. 6 months later I looked at the profile with the Detective Inspector in charge of the fraud investigation into Tom. The profile – quick though it was – was right!
Spring (including blustery gales) is that time of year when you should take the Office Procedures Manual off the shelf, dust it down and ask yourself the question – are these processes working? Check some standard People Management indicators:
- how long it takes to fill a vacancy;
- retention of staff: after 1, 2, 5 years;
- Utilization or productivity percentages;
- Customer feedback:
- Grievances about bullies?
Using these to spur you on, why not look at how objective and robust your assessment processes are to judge the attitude, knowledge and capability of your people at recruitment, promotion and when doing the job? Here are four classic options to start with:
IQ;
personality traits;
competencies and skills; and
Emotional Intelligence (EI)
IQ:
Albert Einstein had an IQ of 160; have you ever tested yourself, and got into MENSA? There is a vast array of literacy, numeracy and verbal performance ability tests available online (as well as paper based) which look at an individual’s cognitive potential. Could this be useful when working with Graduates?
Personality traits:
There are hundreds of psychometric and predictive behavioral profiling tools which highlight traits, such as preferred learning styles, approaches to management, communication or selling styles. These are available in multiple languages, and recently I was able to use one system for a global client in Italian, French and German, as well as English: brilliantly inclusive.
Competencies and skills:
After the 66th page doing an internet Google search for: ‘competencies and skills’; there is so much information that you have no excuse not to have some framework or matrix in place. It must provide a cultural fit with your business, have a few, common competencies, e.g. communication, achieving results, sales, etc., with these broken down into 3 – 4 levels appropriate to job seniority. By defining behaviours expected, you can reward staff appropriately and provide repeatable, if not predictable, performance.
Emotional Intelligence (EI):
As John Cooper, CEO of JCA Behavioural Consultants said: ‘To get and keep the ‘best of the best’, selection and retention must tap into the deeper level of attitudes and feelings – the domain of EI. Organisations really do have to assess and engage both ‘hearts’ and ‘minds’. Within customer service, getting real interpersonal ‘juice’ from relationships is critical. Customers can ‘sense’ whether someone is genuine. Similarly, if an organisation doesn’t help an employee to feel good, if there is no attitude ‘fit’, they’ll leave.” (www.jcaglobal.com).
Finally you should be aligning your brand values with the core competencies, making sure they are reflected across all People Management processes. If there is business pressure to have employees who can “hit the ground running”, then those same businesses need to respond more laterally and less rigidly to who could do the job.
Using these wide-ranging, robust assessment tools can help you stop being a ‘Prophet in the wilderness’ but a ‘Prophet in a Garden of Eden’.
Patricia
For more information on the ideas and processes raised here do contact Patricia at who specializes in Managing Change and Performance Management. Contact us on: patricia@trafalgarprople.com Tel: +44 (0)20 7565 7547 www.trafalgarpeople.com
There is No New Normal
If only things would stay the same? Really?
Well then we would stay in recession till the end of our days - so dont let's wish for that. Businesses need to refresh, reinvigorate and reinvent themselves to pull up and out of this economic mire. To do that we need to be innovative leaders, role models: setting the Tone always starts at the Top!
Attached is a recent blog published on MPF website which I wrote: There is No New Normal, so maybe it will give you some ideas: let us know if you need some additional help.
Well then we would stay in recession till the end of our days - so dont let's wish for that. Businesses need to refresh, reinvigorate and reinvent themselves to pull up and out of this economic mire. To do that we need to be innovative leaders, role models: setting the Tone always starts at the Top!
Attached is a recent blog published on MPF website which I wrote: There is No New Normal, so maybe it will give you some ideas: let us know if you need some additional help.
Leadership & Collaboration in professional firms survey
How good are you at Leading?
Altering the behaviour of your clients and people is always a tough challenge, but leadership and collaboration are far more flexible. MPF is therefore delighted to be collaborating with Michael Watkins of IMD, Heidi Gardner of Harvard Business School, Rohit Talwar of Fast Future (whom we have known and worked with for many years)on a major global survey into the importance and effectiveness of leadership and collaboration in the professions.
This unique survey is designed for self-assessment, for you to assess the effectiveness of your leaders, and for your ‘followers’ to assess you. As responses are anonymous and everyone is being assessed on a no-names basis, it’s not 360 feedback. However, gaining awareness of best practice should be hugely valuable in assessing your firm’s relative performance, and in identifying aspects of leadership and collaboration that could be improved.
It’s an open survey that takes no more than FIVE minutes to complete, with a universal link at https://response.questback.com/pmi/leaderteamsurvey2013/
All responses received before noon on 27 February 2013 will be analysed and presented by Michael, Heidi and Rohit at the MPF International Management Excellence Summit in association with Harvard Business Review and the Financial Times, supported by Barclays, AON, Managing Partner Magazine, RR Donnelley and Thomson Reuters taking place in London on 6 March 2013. A free copy of their findings will also be available to all interested respondents, and may form the subject for a future HBR article and/or MPF Report.
Finally, before you start the survey, please forward this email to at least two of your trusted ‘followers’, encouraging them to complete it on you. Or, if you prefer,circulate it to everyone at your firm with a leadership responsibility.
Do consider attending the Summit too - well worth it.
Altering the behaviour of your clients and people is always a tough challenge, but leadership and collaboration are far more flexible. MPF is therefore delighted to be collaborating with Michael Watkins of IMD, Heidi Gardner of Harvard Business School, Rohit Talwar of Fast Future (whom we have known and worked with for many years)on a major global survey into the importance and effectiveness of leadership and collaboration in the professions.
This unique survey is designed for self-assessment, for you to assess the effectiveness of your leaders, and for your ‘followers’ to assess you. As responses are anonymous and everyone is being assessed on a no-names basis, it’s not 360 feedback. However, gaining awareness of best practice should be hugely valuable in assessing your firm’s relative performance, and in identifying aspects of leadership and collaboration that could be improved.
It’s an open survey that takes no more than FIVE minutes to complete, with a universal link at https://response.questback.com/pmi/leaderteamsurvey2013/
All responses received before noon on 27 February 2013 will be analysed and presented by Michael, Heidi and Rohit at the MPF International Management Excellence Summit in association with Harvard Business Review and the Financial Times, supported by Barclays, AON, Managing Partner Magazine, RR Donnelley and Thomson Reuters taking place in London on 6 March 2013. A free copy of their findings will also be available to all interested respondents, and may form the subject for a future HBR article and/or MPF Report.
Finally, before you start the survey, please forward this email to at least two of your trusted ‘followers’, encouraging them to complete it on you. Or, if you prefer,circulate it to everyone at your firm with a leadership responsibility.
Do consider attending the Summit too - well worth it.
The Third Billion - Women are fastest growing economic force
Chrstine Lagarde at Davos has been setting out the case for businesses and economies to recognise the power and importance of women. Companies are learning that when they support women as customers, employees, leaders, future investors, and partners—both their businesses and communities win.
'In recent years, investing in women has become more than inspiring rhetoric or good PR for a company. It’s now becoming a core business strategy yielding quantifiable returns' she said. As Secretary of State Hillary Clinton explained at an Asia-Pacific Economic Cooperation meeting in 2011, to “achieve the economic expansion we all seek, we need to unlock a vital source of growth that can power our economies in the decades to come.” By “increasing women’s participation in the economy and enhancing their efficiency and productivity,we can have a dramatic impact on the competitiveness and growth of our economies.”
"Women are already the most dynamic and fastest-growing economic force in the world today.” Read full article here from The Daily Beast.
So what steps is your business taking to embrace these philosophies - in the UK? Are you members of the 30% Club? Do you have selection criteria for progression to leadership roles that make it workable for women as well as men? What is your attitude to this latest debate?
email us!
'In recent years, investing in women has become more than inspiring rhetoric or good PR for a company. It’s now becoming a core business strategy yielding quantifiable returns' she said. As Secretary of State Hillary Clinton explained at an Asia-Pacific Economic Cooperation meeting in 2011, to “achieve the economic expansion we all seek, we need to unlock a vital source of growth that can power our economies in the decades to come.” By “increasing women’s participation in the economy and enhancing their efficiency and productivity,we can have a dramatic impact on the competitiveness and growth of our economies.”
"Women are already the most dynamic and fastest-growing economic force in the world today.” Read full article here from The Daily Beast.
So what steps is your business taking to embrace these philosophies - in the UK? Are you members of the 30% Club? Do you have selection criteria for progression to leadership roles that make it workable for women as well as men? What is your attitude to this latest debate?
email us!
100 Drivers of change for professionals - do you match up?
Trafalgar has a long standing relationship with Fast Future a research and consulting firm specialising in studying the future of business and professional services. They have published two new studies which may be of interest to our readers:
100 Drivers of change for business and the accountancy profession
In September 2012 the global accountancy organisations ACCA and IMA published a study completed by Fast Future on 100 drivers of change that could shape the next decade. The research explores the possible evolution and impact of key drivers in the areas of economy, politics and law, society, business, science and technology, environment, energy and resources and examines the implications for the practice of accounting. The findings are of equal interest to all the professions as they raise key questions about how to evolve professional service firms in the decade ahead. The report is presented in three parts:
A five minute executive summary of the key findings and implications for business and the accountancy profession. http://slidesha.re/VQ2MqX
The full study report which examines the drivers and their implications, explores the resulting key imperatives for business and the accountancy profession and then presents four possible scenarios for how the role of the accounting function in corporations could play out in the next decade. http://slidesha.re/W22xrB
An appendix describing each of the 100 drivers and their implications for business and the accountancy profession. http://www.slideshare.net/fastrohit/acca-drivers-of-change-appendix-100-drivers
Financial and Business Planning - Ark Conference
"The firms that will thrive in today's market are those who apply new thinking to old issues. This conference, now in its eighth year, offers the best of both worlds – a strong track record in discussing key financial planning techniques and fresh thinking from firms that are taking advantage of the challenging and changing market conditions as an opportunity to take a new approach to traditional financial issues." says Alan Hodgart, Huron Consulting, who will be speaking at the Ark conference on 6th December at the De Vere Buildings, London.
Managing Partner's 8th Financial and business planning for law firms conference has been remodelled this year to provide you with strategic insight into the wider changes that you need to be aware of when devising your business plan. It won't just give you the techniques you need to build a financial plan. It will give you the techniques you need to build a financial plan in 2012-3, in this particular, unique and uncertain market. There are many excellent speakers including for the first time this year, Patricia Wheatley Burt, who will be sharing insights gained from her research into just what the changes in structures could result in in career paths. Is retirement an out-dated concept, do we have to train your lawyers differently - this will be an interesting and challenging area to be covered. for more information and to your place at this Conference check out this link.
Managing Partner's 8th Financial and business planning for law firms conference has been remodelled this year to provide you with strategic insight into the wider changes that you need to be aware of when devising your business plan. It won't just give you the techniques you need to build a financial plan. It will give you the techniques you need to build a financial plan in 2012-3, in this particular, unique and uncertain market. There are many excellent speakers including for the first time this year, Patricia Wheatley Burt, who will be sharing insights gained from her research into just what the changes in structures could result in in career paths. Is retirement an out-dated concept, do we have to train your lawyers differently - this will be an interesting and challenging area to be covered. for more information and to your place at this Conference check out this link.
How to Keep your Career on Track – as a Partner
With all the past, current and future changes to law firm structures, being a Partner is not the same career path as it might have been even 10 years ago. The Role of the Law Firm Partner in a Changing Legal Market features insightful case studies, analysis and guidance on the most pertinent issues facing partners in the current legal market, globally. The book is published by Ark with an exlusive £100 discount if you reference it to this Blog: but HURRY, the offer ends on FRIDAY 28th September, 2012.
LawNet Partners' Masterclass Training
Partners from LawNet firms recently attended the annual masterclass over a two day retreat in the tranquillity of the Warwickshire countryside.
It gave partners valuable time to consider the strategic options for their firms in challenging times - how to improve firm finances and profit, the big issues of leadership and succession and the marketing and business development options to remain successful.
These key messages were considered by an impressive speaker line-up including Nick Jarrett-Kerr, Patricia Wheatly-Burt, Keith Harper, Barry Wilkinson and Simon White.
Some of the comments on Patricia's discussion include: 'Very well organised, good discussions & great fun.'
For more information please click here.
It gave partners valuable time to consider the strategic options for their firms in challenging times - how to improve firm finances and profit, the big issues of leadership and succession and the marketing and business development options to remain successful.
These key messages were considered by an impressive speaker line-up including Nick Jarrett-Kerr, Patricia Wheatly-Burt, Keith Harper, Barry Wilkinson and Simon White.
Some of the comments on Patricia's discussion include: 'Very well organised, good discussions & great fun.'
For more information please click here.
ABSolutely Fabulous: A study of Alternative Business Structures and their role in a changing legal market
Alternative business structures have arrived, giving existing firms and new entrants to the legal sector a fresh option for including non-lawyer owners and managers. Fox Williams has been at the forefront of developments in the ABS arena. Following on from the Big Bang Report, on Tuesday they launched a new report, ABSolutely Fabulous, exploring attitudes towards ABSs now that they have become a reality.
At the launch, a panel of speakers discussed the implications of the report’s findings. The panel included Tina Williams of Fox Williams, George Bull of accountancy firm Baker Tilly, Steve Arundale of RBS, Neil Kinsella of Russell Jones and Walker (part of Slater and Gordon and among the first ABSs authorised), Anthony Bellau of private equity house August Equity and Adam Shutkever of Riverview Law, an innovative law firm which involves barristers and solicitors, but which is not (as yet) an ABS.
The overriding theme of the panel’s discussion was that ABSs must be assessed in the context of a firm’s strategy, rather than a defensive move or to take advantage of short-term tax or investment gains. The panel viewed access to finance as the key driver to conversion for ABS, with incentivisation and enhancing brand as realistic aims of conversion. It noted that structural change was already happening in the UK legal market, with ABSs being one of a number of responses to this change. Although some firms have identified the real benefits of moving to ABS, many continue to hold unrealistic assumptions about what ABSs can bring.
For the key findings from the report and to access a copy of the report click here.
If you would like advice or support in connection with this issue, please contact
Tina Williams (cjwilliams@foxwilliams.com),
Doug Preece (dpreece@foxwilliams.com) or
Daniel Sutherland (dsutehrland@foxwilliams.com).
At the launch, a panel of speakers discussed the implications of the report’s findings. The panel included Tina Williams of Fox Williams, George Bull of accountancy firm Baker Tilly, Steve Arundale of RBS, Neil Kinsella of Russell Jones and Walker (part of Slater and Gordon and among the first ABSs authorised), Anthony Bellau of private equity house August Equity and Adam Shutkever of Riverview Law, an innovative law firm which involves barristers and solicitors, but which is not (as yet) an ABS.
The overriding theme of the panel’s discussion was that ABSs must be assessed in the context of a firm’s strategy, rather than a defensive move or to take advantage of short-term tax or investment gains. The panel viewed access to finance as the key driver to conversion for ABS, with incentivisation and enhancing brand as realistic aims of conversion. It noted that structural change was already happening in the UK legal market, with ABSs being one of a number of responses to this change. Although some firms have identified the real benefits of moving to ABS, many continue to hold unrealistic assumptions about what ABSs can bring.
For the key findings from the report and to access a copy of the report click here.
If you would like advice or support in connection with this issue, please contact
Tina Williams (cjwilliams@foxwilliams.com),
Doug Preece (dpreece@foxwilliams.com) or
Daniel Sutherland (dsutehrland@foxwilliams.com).
SRA Approval of Partner Appointments
Fox Williams, one of our clients, is on the ball again:
A mere 22 days after the SRA first published its guidance on the pre-approval requirements for partner appointments, substantial changes have been introduced.
Prior to the changes, the SRA required firms wishing to appoint new solicitor partners to wait up to 30 days for SRA approval before doing so. Time periods for approval of Registered Foreign Lawyer, Registered European Lawyer and Exempt European Lawyer partner appointments were expected to be much longer, taking between 12 to 16 weeks and requiring a lengthy application form to be submitted with detailed supporting documentation.
For the full article, please click here.
A mere 22 days after the SRA first published its guidance on the pre-approval requirements for partner appointments, substantial changes have been introduced.
Prior to the changes, the SRA required firms wishing to appoint new solicitor partners to wait up to 30 days for SRA approval before doing so. Time periods for approval of Registered Foreign Lawyer, Registered European Lawyer and Exempt European Lawyer partner appointments were expected to be much longer, taking between 12 to 16 weeks and requiring a lengthy application form to be submitted with detailed supporting documentation.
For the full article, please click here.
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