17 September, 2014

Does Scotland need a national Satnav?

I have a little Satnav, It sits there in my car
A Satnav is a driver's friend, it tells you where you are.

I have a little Satnav,
I've had it all my life
It's better than the normal ones, my Satnav is my wife.


or:
I have a little Satnav,
It's always been my fan;
It's better than the normal ones, my Satnav is my man.


It gives me full instructions, especially how to drive
"It's sixty miles an hour", it says, "You're doing sixty five".
It tells me when to stop and start, and when to use the brake
And tells me that it's never ever, safe to overtake.

It tells me when a light is red, and when it goes to green
It seems to know instinctively, just when to intervene.
It lists the vehicles just in front, and all those to the rear
And taking this into account, it specifies my gear.

I'm sure no other driver, has so helpful a device
For when we leave and lock the car, it still gives its advice.
It fills me up with counselling, each journey's pretty fraught
So why don't I exchange it, and get a quieter sort?


An amusing ditty before the Scottish Referendum.

Patricia and Adrian

11 September, 2014

Get your children a passionately great education at St Joseph's Primary!

Being a Governor is often seen as a simple: 'turn-up-and-drink-the-tea' role: it isn't. By working effectively with us, the Board of Governors, St Joseph's Primary school, under the leadership Karen Wyatt, Head Teach and her excellent Senior Management team has achieved OUTSTANDING from Ofsted. If you are local, do consider St Joseph's Primary as a school for your young (whether children, grandchildren or other relies).

This is what great Leadership and Team work can achieve! What are your results - could you improve your People Management and Performance, could you get better Client Relationship results? Get in touch with us for a review.

best wishes

Patricia & Adrian

14 August, 2014

A Brief History of Time - outstanding video in 2 minutes!

You may have seen this before.............

This is outstanding.
Hold onto your seat, don't blink your eyes for a second! This is amazing.
Seventeen year old Joe Bush got a high school assignment to make a video reproduction.

He chose history as a theme and tucked it all into two minutes. He took pictures from the internet, added the track Mind Heist by Zack Hemsey(from the movie Interception) and then created this spectacular video.

Hold on tight!

A brief History of Time: http://marcbrecy.perso.neuf.fr/history.html

12 August, 2014

Glorious 12th: Development Centres are The Way Forward!

Companies are often put off assessment centres because of the time input required and also the potential cost involved. With Trafalgar's Development Team, we have an eye on both which gives you the ownership and control, with cost effective support and external expertise when required, and with comfort in the knowledge that you have an objective recruitment process in place.

Approach
The first stage is to agree the process:

 Agreement on the Objective//Purpose
 Agree Competency Measures/Indicators
(Practical/Measurable/Observable)
 Identify Activities to Cover Competencies
 Agree Feedback Options
 Produce Timetable
(Order/Observers/Timings)
 Produce Paperwork to Support
 Run the Event
 Deliver the Feedback

Pre-event
Clarity around skills required is essential, both technical and competence. From there the planning of the event can take place around competencies, indicators, activities, timetable and paperwork. This may also involve the up skilling of internal assessors/observers.

Event
Managing the logistics is critical with the co-ordination of both the attendees and observers. The smooth running is the basis to creating the right environment for people to excel.
Decision Making
The objective process takes place to determine the right candidate(s) for the position(s) available.

Feedback
One area that sets organisations apart is the commitment to feedback both internally and externally. It also forms the basis of an effective personal development plan.

Benefits
- Managed by the organisation giving ownership and control over costs
- A practical approach for maximum objectivity
- ‘Personalised event to fit in the organisational culture
- Development of internal skills (observation/assessment)
- Credibility both internally and externally (the experience)
- Feedback for individual development.

Next Step For You
For more information contact: Adrian Towell, Director, adrian@trafalgarpeople.co.uk
- Mob: +44 (0) 7785 988944

06 August, 2014

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

02 August, 2014

10th August: Mega London Cycle race - Prader- Willi-Syndrome (PWSA)



I know we all get lots of these requests and I know everyone starts their e-mails like that…BUT…my son, James Burt who's at Barclays Capital, is trying to raise some money for charity and is in need of your generosity.

15 of his friends and James are doing the Prudential 100 mile race (optimistic term) on Sunday 10th August. They’re raising money for the Prader Willi-Syndrome Association (PWSA) as their friends’ son, Sam, sadly has this condition. This is a great charity that will help make his life and that of his family’s better.

So…if you can, do please click the link above and let loose with the credit card.

Thank you
James

This makes for great practice at teamwork, leadership, focus and staying power which complements some of our development programmes.

and thank you in advance from the rest of the Trafalgar Team

21 July, 2014

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?

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.