There has never been a better time to invest in your organisation's future than investing in Training Now

The UK is in recession, however business and local Government has to be as efficient as possible at a time like this.

Recessions and downturns in the economy do not last forever and apart from building up a company, University or Government (local or national) department for the future they must also continue their training and development of staff for the present.

Staff have to be motivated and careers paths must be followed. When economies have to be made organisations look at their major expendiure. Some of these expenses like rent and rates can't be cut, however if your business is about to have a rent review, it is probably worthwhile negotiating the rental. There will probably not be a queue of people waiting to take over your premises.

You might decide to freeze salaries, however you still have to attract customers and although you might reduce your advertising budget, you must still continue to advertise as otherwise you won't maintain your customer base.

If you cut back on your management training you will not provide your customers with good service and in the long run will loose business.

You need to keep investing in training, planning for the future and ensuring your staff produce the results at the present time.

"There has never been a better time to invest in your organisation's future than investing in Training Now".

For information on how we can assist visit our website

Great Success for the BCC Riviera Summer Party

The BCC Riviera had a great summer party on Saturday 27th June. The event was held at the Royal Beach in Antibes which is a great restaurant offering good quality Italian food just on the water’s edge.
The music was great, however the local Antibes Police did pop in at around 11 pm, instructing the party goers to reduce the decibels a bit.

Around a hundred 'international minds' with bodies dressed entirely in white - representing over 10 nationalities - enjoyed a non-stop flow of great food, drinks, dancing and conversation.
An important part of the evening was also a successful and fun charity draw which raised 800 euros for Association Rêves. It is a soul-touching cause, exemplified by our own donation which is ear-marked to help realize the dream of an eight year old boy from Cannes who has a terminal illness. So in a way we helped maintain a balance between the important realities of life and the need to fully enjoy that same life.

Mission accomplished, the BCC Riviera goes into a summer break and returns in September! All pictures of the Summer party can be found on http://picasaweb.google.com/bccriviera/BCCSummer2009WhiteNightBeachParty.

jml-training.com and jml Property Services are members of the BCC Riviera. The organisation is constantly looking for new members in the business community in the south of France. They have monthly meetings and our website cotedazurrental.com has devoted a page to this organisation. Although original called the "British Chamber of Commerce" as there more and more "international" members (including the French of course) it is now the BCC Riviera.

Find our more here

Change Management Services from jml Training and Consultancy

In an ever changing landscape, it is crucial that organisations are able to adapt and respond to the challenges put in front of them.

Organisations most likely to survive and thrive in the modern environment are those that are able to identify and respond quickly to the need for change, thereby increasing their competitive edge and taking advantage of the opportunities for success.

However, the various skills, processes and competencies required to implement change management are often not part of the organisation's core business competencies and with successful change being dependant on expert implementation, many organisations look to outside consultancies for help

jml Training offer two key services to help your organisation with successful change management:

Change Management Consultancy - Provision of Change Management Consultants to work with your team to identify change requirements and develop & implement strategies for change

Change Management Training and Coaching - Provision of training programmes to enable your management team and staff to become more successful change managers in the longer-term

Please contact jml Training and Consultancy to discuss your training requirements

jml Training and Consultancy Recommends First Class Customer Service Training

As a result of the worldwide economic downturn it is even more important that businesses maintain a very high standard of customer service care. If customers are not being looked after properly, they will be lost, whereas with proper customer service there will be repeat business.
Philip Suter of jml Training and Consultancy said, "Last week I had to sort out a problem with some audio visual equipment we use as part of our training programmes. I had to visit two retailers; one a large UK electrical retailer and the other a company selling own brand Japanese merchandise.

In both of these establishments I experienced a very high calibre of customer service, with the sales assistants spending a lot of time trying to solve my problem and not pushing for a new sale. The end result was that I returned to one of the two retailers a day later to buy a new product and again because of some technical problems setting it up, the sales assistant spent plenty of time to explain how to connect it up and make it work as it should."

In both cases these companies had trained their staff well. It means customers will return again and again. However the market is getting much tougher and in many cases there will be no second chance.

jml Training and Consultancy have designed in-house Customer Service Courses

Providing Excellence in Customer Service - that will cover:

Top down approach to customer service
Attitudes to service delivery
Motivating staff to give good customer service
Backroom tasks that improve service to the customer
Organisational systems and procedures to support Customer Service

Communicating with Your Customers - This will develop the essential communication skills necessary for success and covers:
Self-awareness and the impact of behaviour on others
Roles, relationships and communication
Creating a positive impression - using an appropriate behaviour style
Assertive verbal skills for dealing with difficult situations
Using active listening skills
Providing good service in anybody's language
As there are so many people now reliant on using the phone to solve a problem with a product or service, then the correct telephone manner is essential.

The jml Training Improving Telephone Skills in house course will cover:

Initial impressions and building rapport
Effective voice skills
Asking the right questions
Listening for tone
Practical telephone techniques

Philip Suter said "Our training courses are in fact tailor made for an individual client's requirements and if companies are making some employees redundant then the remaining ones have to work very efficiently and keep their customers satisfied and one way to ensure this is by proper customer service training."

jml Training and Consultancy is now an Organisational Member of The Association for Coaching

27th February 2009: More and more people are requiring coaching skills when they to apply for jobs .jml Training & Consultancy who have been offering coaching services for many years have recently become Organisational Members of The Association for Coaching.

jml Training and Consultancy have recently become Organisational Members the Association of Coaching.

The Association for Coaching was launched in 2002 with the objective of being the leading membership association for Professional Coaches and Organisations involved in Coaching or related Training and to enable individuals and businesses to develop, expand and achieve their goals.

Gráinne Suter of jml Training and Consultancy said ” We have been coaching individuals working for local Government, politicians, business executives for several years and jml Training Interview Coaching service is designed specifically to help you iron out any current interview concerns whether it be job progression or even entry to University. “

Gráinne went on to say “As a long established training company it is most important that our company is a member of a professional coaching association like the Association for Coaching and we will be able to develop further our coaching products.”

jml Training and Consultancy offers Executive Coaching for people seeking one to one coaching at different stages in their careers. Some people use coaching to help them address challenges in their work. Others because they feel they are not accomplishing all they are capable of, or wish to feel more confident in their work role.

As the company has been involved in a lot of Women’s Development Programmes for local Government, Coaching for Women has been part of the course. It is a particularly useful way for women to identify their particular development needs and increase their confidence.

jml Training and Consultancy uses a structured method to maximise the effectiveness of the coaching. It starts with an introductory session where you identify with the coach the areas you wish to explore. Expectations are clarified and goals and objectives are established. The coach will then work with you to analyse the current position on issues, generate options for change and develop an action plan.

With so many universities now holding difficult interviews prior to entry for specialist subjects and with the downturn of the economy more people are chasing fewer jobs than before. To assist applicants jml training and consultancy has developed an Interview Coaching service specifically designed for a first job, students interviewing for university places or career move or change of job. The two hour, one to one coaching session will be designed specifically to help the applicant iron out any current interview concerns and enable them to make a strong impression at an interview

Company Information:
jml Training and Consultancy is a specialist training company offering "in-house" training courses to Local Government. Universities, Councils and Companies - both small & multi-national. It has been established over ten years and apart from providing training services in the UK, its' trainers also train in France, Ireland & worldwide.
The specialist areas include Training development for women, Diversity and Inclusion, customer service training, Diagnostic Assessment, Leadership, Coaching and Team building and Management Development Programmes more information at http://www.jml-training.com/coaching.htm

Interview Coaching

First job, students interviewing for university places or just want to brush up on rusty interview skills - then speak to us.

Let us help you develop the poise and confidence to present your skills, experience and personality in the best light.

The two hour one to one coaching session will be designed specifically to help you iron out any current interview concerns and enable you to make a strong impression at an interview.

Increasingly more and more people are seeking one to one coaching at different stages in their careers. Some people use coaching to help them address challenges in their work. Others because they feel they are not accomplishing all they are capable of, or wish to feel more confident in their work role.

Why not call us on 01494 488787 for a chat or email us for more information.

Put Your Self in the Driving Seat - Tips to Help You Take Control

Management Tips

Start by accepting that your opinions and needs are important and you have the right to express them.

Use an assertive style of behaviour - Standing up for your own rights without violating those of others. Expressing your own needs, wants, feelings and beliefs in a direct, honest and appropriate way.

Assertive behaviour is based on the belief that:

• You have needs as have others
• You have rights as have others
• You have something to contribute as have others

The aim of assertive behaviour is to satisfy the needs and wants of both parties, in other words a 'win-win' situation.

Accept responsibility for your own actions and use 'I' statements - I feel (emotion) when you (behaviour). I would prefer that you (alternate behaviour).

Use assertive verbal skills such as

• Broken record - In a calm voice quietly repeat what it is you want until the other person listens and responds to your need. Stick to your point and keep it short. This will avoid the need to rehearse arguments until you run out of steam and give in.
• Fogging - This skill allows you to accept manipulative criticism without becoming anxious or defensive. By acknowledging to the critic the possibility that there may be some truth in what s/he says you can disarm them. Yet, you remain your own judge of what you do. It involves you staying calm in the face of criticism and agreeing what ever may be fair and useful in it. By refusing to be provoked and upset by criticism, you remove its destructive power

Make the most of your listening skills. Ask open questions and check out your assumptions and understanding.

Take control of your inner voice. Listen to the positive enabling voice and turn off the critic.

Think about the language you use. Move from 'I should' 'I must' to 'I choose'.

Think about how you manage your time. If you are constantly responding to other people's crisis then learn to say 'no' without feeling guilty.

Practice a couple of quick stress management techniques that you can use when you are feeling challenged.

Identify your strengths and promote them. Identify your learning needs and make a SMART plan to address them.

… And SMART objectives are those that are

• Specific - is the objective clear
• Measurable - can I measure the success or failure of my objective?
• Achievable - realistically, do I have enough resources and time to carry out this objective successfully?
• Relevant - does this objective help me achieve progress for my project?
• Time-bounded and trackable - do I have a firm end date for my project and milestones along the way to help me check on progress?

Get used to change by challenging your self with small changes that place you outside your comfort zone.

When seeking to influence others prepare well. First put yourself in their shoes and think about:

• What they might need from you?
• What agenda they might have?
• What are the weaknesses in your idea they'll try to exploit
• What are the strengths they'll try to avoid?

Then prepare your response. Consequently, you will feel much more confident going into a negotiation or influencing situation. When you feel confident you will behave in a confident manner and people will see a confident person.

Management Tips


Understand the demands of your manager's role, see it from their perspective.

Identify the personal 'added value' they contribute.

Understand the differences between you and then ensure you compliment one another - play to each other's strengths.

Be pro-active with your ideas and show your manager you can deliver tailored solutions to a problem.

Manage change - see it as opportunity and be the first to explore what you can do.

Review your performance with your manager regularly to ensure you are on track.

Let your manager know your career goals.

Develop your Emotional Intelligence. It is a feature of senior management that people with good interpersonal skills rise through the ranks more quickly than someone with little self-awareness and awareness of their impact on others.

Develop a sense of humour about yourself as a part of your growing Emotional Intelligence!

Top sportsman and woman train every day to stay ahead. Don't get complacent about your skills. It is too easy to lose your competitive edge.

Regularly undertake a personal skills audit, if you are not increasing your skills base do something about it.

Get some honest feedback about your presentation skills; how influential and persuasive are you? Do people listen and take heed of what you have to say?

Get used to change by challenging your self with changes that place you outside your comfort zone.

See mistakes as a learning opportunity, and ensure that learning informs your future work practice.

Learn to think on your feet. Here are some ideas to help you.

• Remember, you don't have to give an instant response
• Use active listening skills
• Ask open questions to encourage the other person to speak
• Wait until the other person has finished making their point before you speak
• Gain time by reflecting back "so what you are saying is.."

Find a mentor. Being mentored:

• Builds confidence
• Offers a non-judgemental relationship
• Develops problem solving abilities o Widens your networks of contacts

Use the skills of an Executive Coach as part of your development. It will increase your confidence and generally improve your performance

Support and develop your staff. A confident and effective team can only reflect well on you.

Lift your eyes up from day to day detail. Look ahead, lift you eyes above their immediate horizons, and look around corners.

Tips for Effective Change Management

Management Tips

Successful change management requires thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes.

A desire to see change implemented quickly can often lead to insufficient consultation with those who will be most affected by the change and staff issues can arise preventing successful change from taking place.

The following tips will help you to ensure that your change initiatives achieve their objectives

Sustainable change should be realistic, achievable and measurable. Before starting organisational change, ask yourself the following questions:

• What do we want to achieve with this change, why, and how will we know that the change has been achieved?
• Who is affected by this change, and how will they react to it?
• How much of this change can we achieve ourselves, and what parts of the change do we need help with?

Don't allow obstacles to block the vision and don't underestimate the power of vision. But remember it will need to be regularly and appropriately communicated.

Before the change process can occur, there must be a 'felt need for change" by key leaders in the organisation to stir the organisation out of complacency. Ensure key managers are with you on the change message and that they accept responsibility for leading cultural change within their units and for maintaining momentum for the change.

During periods of change communication needs to function to a very high standard. Consider the extent to which you are communicating with the wider organisation?

• How purposeful is it?
• How clear are the objectives when communicating downwards, upwards, across the organisation and externally?
• How well are you achieving a balance between what, why and how? Do people understand the 'Why' - the need for the change as well as the 'What' - what the change will involve
  

Think about how you can help people to understand how the change will affect them personally. (If you don't help with this process, people will make up their own stories, usually more negative than the truth.) Treat people with humanity and respect and they will reciprocate.

Do not sell change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success. Instead, change needs to be understood and managed in a way that people can cope effectively with it. Be mindful that the chief insecurity of most staff is change itself. Senior managers and directors responsible for managing organisational change do not, as a rule, fear change - they generally thrive on it. So remember that staff may not relish change, they may find it threatening and fear a loss of status, influence or autonomy.

Encourage feedback. Create forums where staff can ask questions and discuss their concerns. It is better to have concerns out in the open than festering away and building passive resistance.

Communicate consistently, frequently, and through multiple channels, including speaking, writing, video, training, focus groups, bulletin boards, Intranets, and more about the change. Think about the informal opportunities to communicate that arise during the day and make use of them to share ideas and get feedback.

Ensure all sensitive aspects of organizational change management are conducted face-to-face. Encourage your managers to communicate face-to-face with their people too. Don't rely on email and written notices, they are extremely weak at conveying and developing understanding and are open to misinterpretation.

For organisational change that entails new actions, objectives and processes for a group or team of people, use workshops to achieve understanding, involvement, plans, measurable aims, actions and commitment.

Publicly acknowledge when people make changes in behaviour and attitude that leads to the success of the change initiative. Make the connections between their behaviour and the changes. Celebrate each small win publicly.

Tips for Developing a Learning Organisation

Management Tips

In The Fifth Discipline Fieldbook Peter Senge describes a learning organization as one that is engaged in "the continuous testing of experience, and the transformation of that experience into knowledge that is accessible to the whole organisation and relevant to its core purpose".

In other words, an organisation where experience matters and feeds into a genuine commitment towards improving how the organisation delivers its core business. It is an organisation where learning from mistakes is used constructively to inform future work practice. In a learning organisation the culture is less about blame and more about understanding and improving.

The following tips will help you to develop your organisation as a learning organization

• Do you continuously test and challenge the way your organisation does things?
• Are you increasing the capacity of the organisation to respond to change and developing current knowledge and skills sufficiently?
• Is the learning relevant to your organisation's business?
• Is new knowledge accessible and do staff know where to look for it?

Encourage staff to reflect on their work practice. It helps people to avoid unthinking and uncritical routines. By reflecting on experiences and current knowledge, people will begin to develop 'tailor made' solutions to problems rather than repeating old and less successful patterns of behaviour. It can be done in number of different ways:

• Read - as much as you can around your subject area
• Think - take a thoughtful approach to your work
• Feel - understand your emotional responses
• Watch - be sensitive to what is happening around you
• Talk - to others about aspects of your work
• Ask - other people about their practice

Consider using the concept of an 'Angel Advocate' . When a creative idea is proposed the person who speaks next must take the role of an Angel's Advocate and offer support. This protects or insulates innovative thinking against immediate criticism. The fragile idea has a better chance of survival for further exploration.

In learning organisations managers recognise the need to role model behaviours that will encourage people to be open, receptive and responsive to learning and new experiences. This requires the following behaviours from the manager:

• Build trust
• Accentuate the positive
• Praise progress
• When mistakes occur, redirect the behaviour and reinforce with praise
• Provide appropriate timely support

Enhance effectiveness by encouraging constructive feedback. The following guidelines will help you to significantly improve the effectiveness of your feedback

• Use the 'I' word - own what you say
• Leave the recipient with a choice
• Start with the positive
• Give specific examples of positive and negative points
• Get a response to your feedback
• Ask for suggestions to bring about the desired change
• What does the feedback says about YOU!

People in learning organisations are prepared to listen to others and ask for constructive feedback. These tips will help you get the best from feedback.

• Listen to the feedback rather than immediately rejecting or arguing with it
• Be clear about what is being said. Listen and summarise 'So what your saying is…'
• Don't just concentrate on the negative
• Ask for examples of both strong and weak areas of performance
• Accept praise gracefully when it is given
• Respond assertively where you think the feedback is incorrect
• Decide what you will do as a result of the feedback

People can improve their competitive capacity by engaging in a process of continuous learning through

• Risk taking: Willingness to push oneself out of a comfort zone
  Self reflection: Honest self reflection about successes and failures, particularly the latter
• Seeking opinions of others: Actively seeking views of others
• Careful listening: Propensity to listen to others
• Openness to new ideas: Willingness to view life with an open mind

Sharing learning - Use a simple idea to encourage staff to share experiences, learning and successes in meetings

• Beg a favour
• Brag about a success
• What if…explore an idea