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Hello and welcome to you listening online to this state. A little program. 14 Leaders and supervisors Level three program. It's a part two. My name's Mack Mukai with a background in management development. It's been a great pleasure of mind to bring this program together for you, and I'm very much involved in CPD for the legal sector. This program give your full introduction of what it's all about on where we're taking it. Let's have a look that you're learning objectives. What are you going to get by the end of this program? Well, first of all, we'll start off by exploring how strategies developed your job. Of course, as a supervisor will be as much to implement that strategy. So if we know where it's coming from, we can see where we go to make sure things happen Within our part of the organization. I want to look at project management to help you organize and prioritize and allocate work, making the best use of your resources, your people resources, your time resources and so forth. We'll help you with financial matters to deal with the governance or finance delivering value for money being able to monitor budgets. Some expenditure, perhaps in your area on show you some everyday problem solving techniques that will help bring people on board. You'll also be able to improve your communication skills using technology well being persuasive when you communicate on understanding a little bit more about the great diversity off people that we have in our workplaces on getting good benefit from those people joining our team. Because, after all, the bottom line for you is that you can improve your own performance or person effectiveness to problem solving on getting the work done on time. Now, as I mentioned, this is a Level three program. So level three, Well, what's the spots to syllabus all about? It's fairly straightforward, but it helps to understand how this program is constructed because although we have the trip, the recordings that I'm giving to you here we've also produced to quite a comprehensive workbook. It's a four printed over 110 pages on, gives you a lot more information than I'm going to be covering in this recording. I hope to add more value on. I encourage you to get hold of that Andi, explore it and go through and will be. I'll be taking you through the pagination of that so you'll know really where we are. Don't expect you to print out the whole thing, but certainly parts off it will be very useful for you. So how is the Level three program organized? How is it structured? Well, the Level three program has a syllabus that covers 10 core areas on this part, too. Is developing Mawr on Mawr Ideas Practical application for you back in the workplace just to run through it very quickly. We've got operational management, which has to do with strategy and how we implement that Project management is dealing with work flows in your organization. Finance explores budged from budgeting to some degree, but also managing budgets. If somebody set them for you. Dealing with communications, enhancing your skills, their leading people that was covered quite a bit on part one. So adding a little bit there managing people. You had a lot of that in part one, and again, we're adding various components to that building relationships building with staff, with your more senior people with your colleagues, with your clients, a lot off material there that you can add to awareness of yourself. Now I don't know what you know of yourself in and what you do in detail. I don't know who you supervise. You may supervise support staff. You may supervise practitioners Well, you need to be aware of yourself. And of course, on Stage one, you had some of those self assessment programs we looked at and where I want you to explore that a little bit further. Managing yourself on making good decisions is all about you, and I hope to share with you some extra thoughts and ideas for that. But remember, the three key components off any qualification is what you know, whether you can apply that and you've got there for the skills to apply. What you know on that you behave in a particular way. I'll finish the program with looking at those in a bit more detail. The workbook could, I've mentioned, is comprehensive. It's over 100 pages, but it is not sufficiently comprehensive to deal with everything you'll need to know, because I don't know what you currently know already. You may have a lot of experience. You may be new to this, so please accept that everybody is going to be different and we will encourage you to explore yourself online. Other ideas. There's lots in the portfolio with data law that will add to your the understanding off a lot of different issues. So I hope that this program will flag up enough for you to attain level three, but that it will encourage you to explore further so that you become a rounded professional supervisor off your people to improve things for you. On that, the workflow improves for that economic prosperity that we can all enjoy. So I will go through it in this sequence will take each on its own. Please go through the online program. Have a look at the workbook. Get your own pace. We break it up into these areas on. I hope to add some more value as we go through. What I cover in the recording is, I hope, a little bit more the men workbook. But naturally enough. Having a copy of that will be very helpful because the your go to resource to keep yourself up to speed in your knowledge, your skills and your behaviors off a very capable, competent supervisor. Um, I am, of course, is to help you attain that qualification. So let's get old Andi move into the first area Operational management. Well, what it's all about. I'm on page five off the workbook so you can follow what's going on there as well. That's what's happening here quite clearly. Gone are the days you can sit in your office and wait for work to land on your desk. Life, YSL. Very well if somebody else has given you the work and you do the work and you get paid and so forth. But we're moving beyond that now. We are in a situation where we're having to not any deal with clients deal with the issues going on, but also help other people that were supervising. So operational management is a key element off this. So what's it all about? Well, it's about understanding aims of the your business, the objectives, what approach we're going to take to the market and, tactically, what we're going to do in practice to make the business work. So let's explore just what they mean on how it all comes about. So across here, I've got another screen that's got the workbook on it, and it's got slides on it. So let's just run through a few things to help you understand what's going on. Some definitions, first and foremost, you may wish to, uh, stop the program. Take a few notes. I'm adding to the information you've got in the workbook. What is your business all about? What's the aim off it? Well, to make some money, obviously, but should be a little bit more than that. It's about serving clients. So your aim delivering legal services? YSL Very good. But the primary outcome was doing that. What is it you want to do? Will become now? I gave an example here will use This is a theme through this program. A za conveyancing solicitor in Chester, Your first choice convinced it, says the practice ingested. That's the aim broad canvas of what you want to do Now I know many of you will be legal aid practitioners, so it may be the go to crimp defense. All the go to child protection firm, whatever it might be. You know what it is you do, and that may be your primary objective. It's not finance. I know when I have my public courses and it's say to people there. Okay, What's the purpose? Your business? On the nine times out of 10 people saying, Well, it's to make some money. Well, of course it is. But how do we make some money will remake it by becoming a first choice practice in a particular geographical region, for example. So if that's your aim, what is the goal? That clear statement off what needs to be achieved within a particular timeframe. So here, using the conveyancing practice as an example, Justus an enduring theme is to have every state agent within five miles walking distance from the practice willing to make a referral. That's the general goal, isn't it? So at least we know what it is who we're going to get work from. We're going to get it from recommendation from estate agents. We won't firms within striking distance to make a referral to our practice. Well, there's the goal, so aims and goals are related, of course. So what is the strategy now? That was the overall approach to the market. The strategy is to make personal visits to every state Asian, engage all staff in, uh, their state agency in property regulatory updates we want to engage people, as with the go to professional, whatever it might be, if your firm needs to be understood, the overall approach to the market, it maybe we're going to be other things for other people. Depends on your practice. Depends what you're doing. But we understand strategy is so strategy is the overall approach to achieve the goal. Okay, so we know what those things are. And then what are the objectives, the measurable steps that we need to take to achieve the strategy from the jet objectives? Of course, come the tactical plan. So the objective for our convincing practice in jester is to have free monthly breakfast seminars 45 minutes an hour at the Chester officers aimed at estate agent stuff. That's the objectives which will achieve the strategy and ultimately achieve the goal off being the first choice Sisters practice in Chester. So as you can see there, we've got some sort of structure to it. Well, if they're structure, there's also processed. What's it all about? Well, the process of digit management covers four key areas. The first part is situation analysis A for a pie plan implementation evaluation being the next three steps. So why is it a simple as pie? Very simple, to explain which is my job much more difficult to do, Which is your firm's job effectively. What we're aiming to start the process off is a situation analysis to understand. Where are we now? Want to be trying to do? What's the situation on? Move that into a plan. So from analysis becomes a plan. What is our aims? Goals, objectives, the strategy, the approach to it? Get that strategic plan together. We're going to ingratiate ourselves. Real estate agents were going to have higher rights. We're going to focus on. This is a special ism, whatever it's going to be of, then strategies get implemented, so the implementation is what it's all about. This is really where the role of the supervisor is so crucial to make sure that the strategy is implemented through his or her team of people on. Then, are we any good at that? What sort of things happened? Evaluation and control is the fourth step, so easy as a pie to explain it in that way, much more difficult to do. Let's, though put it in the context off the business overall, What does that look like? Well, each of these areas leads to other parts off the strategic management process. The situation analysis. Well, it starts with understanding yourself the internal analysis. Who are we? What are we good at? Where's our expertise? And also external? What's the market demand for us? What's the factors that influence the external market? Obviously, the competition, obviously the clients etcetera, etcetera. And I think this is probably one area where law firms could be a little bit light is on the external analysis to build that particular picture together, The Level five program that data will have developed does have a module on strategy, development and change. Management is a key element of it. So of course, if that's the next stage of your career development to move into the higher orders, then that may be a useful area to explore. To get a good handle on the exterior on the internal analysis, and from there, we can build up some strategic intent to be the first choice Conveyancing. Solicitor in Chester is a strategic intent to be in a position off some expertise in housing in child protection in actions against the police in criminal defense. Whatever that strategic plan is all about. Where does that say? Well, okay, the implementation is gonna be management issues. Who do we implemented through our team of people? So the leaders remember this from part one off the program leadership is about finding the path, Pathfinders. That's the understanding, the situation. What's the road going to look like? Going ahead? Is it Rocky? Do we turn left? Do we do go right? Do we go straight on? And then we find that path of strategic intent. This is the way we're going to move forward. And then management is path following and others make sure we're on the path that we're following the path, the progress being made and so forth. Those management issues on then evaluation control are weak earning from the path. Do we need to come back onto that path? What progress will be going faster than expected? Is it taking longer than expected? Is the terrain more rough than we thought it would be? Those organizations issues there, So a pie. The analysis off external internal environment, the planning that goes to our strategic intent, the I for implementation. The management issues who, when, what, where, why and how of implementation on the organization, then works out how well it's doing all those things. So strategic intent has to do with both the corporate goals. If you like, as well as the business corporately, that means the partnership. That means the directors. What's what. Are we trying to achieve the key stakeholders in the business? The key shareholders, if you will. What's the corporate intention? What's the business likelihood going to be? What's the gain coming from there on the management? Operational issues are where the supervision sits, in where you guys set to make sure that things happen in the most effective and efficient way. In this program, it's very much about those functional issues. The corporate business on the function issues come together in what makes you better than anybody else. The go to firm for those legal aid matters or other matters mentioned convincing could be matrimonial could be whatever corporate law, the competitive strategy that comes together is such a key part off the overall exercise. So that's really what the strategic management is about and therefore where you as a supervisor, fit within that put very simply, there's a way of looking at these things from a number of points of view. We could do this within our workbook. You've got this illustration on the next page off the workbook Page seven, which is understanding how that vision or sense of purpose, Dr Strategy, the strategy defined by the rules of engagement. How are we going to do these things? What do we need to do that will drive the tactics? We get people trained up in this area where you get people who are good criminal defense, we get higher, writes audience. We get various tactics in there, rules of engagement with the Crown Prosecution Service or whatever it might be on. The tactics are producing the outcomes that you actually expect to get because having those understanding become very, very important. So understanding the vision, what the stakeholders of the business senior managers want their organization, their team to deliver the strategy to define the pathway on, then the tactics is what the root is like running along that path. The implementation of those plans, of course, becomes very important from your team's point of view. You see if somebody finds your firm on whoever answered the phone. And here's the deal. But cartoon before the strategies defined, people will say, I don't I don't if we could do that But once the strategy is defined, then they'll actually say, Well, I do know that we don't do that But I know now know what we do So there's a bit of a cartoon. It's actually about parity for your point of view on your team's point of view to enable the change to actually occur. So implementing that is an important part off driving the business forward. And that's really what we want to be looking at in approaching change within your organization on implementing those operational plans. So what are we going to do to actually implement on operational plan? Just checking on the workbook? We've got some guidance there on implementing that on page eight, implementing those plans on the stepwise process that we go through. You can look at a little bit more detail within the workbook if you will, but I'll just take you through the process of implementing those operational plans. Now we've understood the context off strategy through two plans. Well, the implementation, the eye of a pie is all about holding team meetings to exchange the information. Your elements of control as the supervisor. What's going well, what needs to improve your getting good feedback Able to take that information on board, make sense of it, holding those team meetings to exchange information, both coming from top down through U as a supervisor to your team, but also bottom up from the team through you back to more senior management if you're not most senior person within the firm, so those team meetings exchange information. Very important. Good managers look a bit like me not because they're old, but they have two eyes, two ears, but one mouth but actually in the team environment used them in the same proportion. You're listening, you're asking questions and so forth. Then part of the implementation is well, who's going to do what and by when so allocating responsibility for actions. Important element of that. So the part one of the course it was very much about briefing on assessing work and taking responsibility for the action. Now implementing an operation plan may mean that people's job descriptions may not match exactly what is required because the strategy is changing on developing, which may mean that new things are required, which may mean a revision to job description. Very easy to say in my point of view. But of course, in your situation, it may need some careful negotiation with the job holder as they review their job description to make sure that the job explains what the job is supposed to produce. Outcomes. Andi, make those changes as necessary that maybe some consultation, of course, required within that. But as I said, if that's your situation than we may need to explore that in a bit more detail, it won't be necessarily covered in the depth you need within the workbook or on the course here. Because if people now have to do presentations to state agents staff, for example, using our enduring theme all than having to get trained up to handle new types of work. In new types of areas that I mentioned, higher rights is ones. One example. Then staff need those learning and developed opportunities in order to deliver the plan. You can't do some of these things in higher courts unless you got people trained, so strategy and implementation go hand in hand with learning development, and you may be therefore a budget holder for learning and development for your team. For example, here's a portion of money for your team. How are you going to spend it? Nicole should be involved with that. It may mean that you will be very much a coach mentor off your staff to support staff as well as to your fee earning staff, depending on your role as the supervisor. And, of course, part one did cover your coaching and mentoring situation. What are the situation for type person of what type of job can you be? Coach Mental What sort of type job people have. Do you have to be the instructor trainer, the different ways of learning and developing people we covered in detail on Part one? Implementation will, of course, be crucial to identify what is the appropriate monitoring and measuring systems on. In my view, when you think about who's the best person to work out whether a job has gone well, it is not you. The supervisor, it's the job holder. He or she needs to know what constitutes a job well done and knows whether they are actually doing a job well enough if they don't know what constitutes a job well done. And it requires you the supervisor, to go and check on it. Then, of course, you're making a rod for your own back because you gotta go wrong around around with clipboards, checking on everybody. And nobody likes to be checked up on in that sort of way. So fair monitoring is very, very important to make sure that people are clear of how to do that. So implementing operational plans, six key steps there on a number of different things, to look at a smart ideas to do that on, of course, Mawr information within the workbook as well to guide you on that. But naturally enough, the implementation of an operational plan does mean that people are going to have to change. So if you're trying to developed change within the team and you've got your team, you're trying to pull one way, and they are trying to put it the other way. Then we need to address how you as a supervisor, are going to manage change within your team when you've got those particular issues coming up quite an important step. So Let's explore that in a bit more detail when I look back over my career, which shows you could probably tell is a fair few years. A couple decades, of course, had to cope with a number of different changes. So no matter how big or small the changes, there's going to be things as we move forward. I think the only constant we can expected business nowadays is that we're gonna have to cope with change. And, of course, if you ask people whether they like changed, they'll say, Well, no, generally not, Or I'd change for the better. But why would I change if I'm absolutely comfortable at the moment? So I think it's an important area. So what I'd like to do is tow is to just take you through one or two ideas to do with change on D. C. Whether it helps you not only be a champion for change but also help other people through processes of change to implement that new strategy. So where are you on change? How do you feel about it? Is it something that you embrace? And I think one thing that's goes hand in hand with change is your self confidence to actually deal with it, So confidence and self esteem is an important part off this. So here we've got confidence and self esteem, this cat looking into a mirror and seeing a great lion there. Well, okay, confidence and self esteem. Very important. There's elements to this and quite a few notes within the workbook to help you guide through this not only to appraise your own self esteem, but also you can use this to help other people appraise themselves on. I think it's very important to recognize that you can do in order to be your own strengths, both your personal and your professional strengths to put a positive view. Now, what's quite interesting? I was asked to work preferment in London, Andi to talk to their support staff supervisors and very big London firm had 15 support staff supervisors gotten together, and we were talking about obviously things about implementing change within the organization. They has a group of people they tended to be. There were mostly female, mostly alone thirties or older, and most off them. It struck me, seem to have a very low self esteem, and I was chatting to one of them quietly over the coffee. And I said, Well, what's going on with a group? She said. Well, actually, when it comes to the partners, we have to deal with all the problems we have to deal with. Everything that's going wrong on all we tend to hear about is that things are going wrong. I said, OK, well, what about confidence and self esteem? Would very rarely get any feedback. When we've done something right, we just get to know where the problems are and that's what we're doing. So I got them in the next session after the coffee break to say, OK, do, in order of your strengths on the noon, sat there and looked around and looked at each other and have their pan. And there were some running around, and one of them said back, I'm sorry, I can't think what earth you're talking about. I don't have any strengths. You told me earlier that that you did Pitman shorthand. Yeah, well, we'll do. And I said, How quickly can you type accurately? No single probably 50 70 words a minute. Something like that. I do a lot of audio typing. That's what I was trained in became an audio type has worked in this organization, and over the years I've been here about 10 years. I still have those skills. If I can't audio type, I can't type that well, she said. Well, it's not a strength of what he asked to do it. I said It's a straight compared to people that haven't got it. Now what I'm trying to illustrate there is. A lot of people don't quite understand what's meant by what ones actually good at. But people are good at problem solving. They are good at putting a brave face on. They are good or sorts of things so that audit off your strengths is a very important part of it. Most people with a bit of encouragement will discover that actually they are quite good at things. When we start on those positive things, we said Okay, we have got things that we bring to it. People that keep down a job that pays a salary on a monthly basis have strengths, so find those first on then yourself. You can look for the wider feedback on a regular basis. I do get feedback on my training programs Quite frequently. I get a lot of feedback because I asked for it. I'm happy to take feedback. I'm happy to give feedback in a good, constructive way. And part one of this program was about, uh, in the briefing and assessing work and therefore giving people good feedback, that better sandwich you'll remember from part one. So get used to receiving it, get used for giving it and just have that regular check the whole thing to on. It's something my father, God bless him, said to me, He said, If you think you can or you think you can't, you're gonna be right because if you think you can't, you probably can't. But actually, if you think you can, then maybe you can, because that is just a change off attitude. Think about do you say to yourself, Utter now to do that well, I don't know how to record training programs online for data law. Have absolutely no idea. Oh, sorry. That was me 15 years ago. But I've now worked out that if I keep my eyes attention on that little green spot beside the camera, then I'm talking to you. I toe I I know I can slow it down. I know I can use things. I know. I've got a screen over here with the workbook and I will divert to check the workbook. I will have a look at the slides so I can now say to myself that Well, actually, I don't know how to do some things more. Maybe I can say I just haven't learned how to do that yet. I have to tell you that I have never, ever baked a cake. It's not something that I did. I had a mother who could bake fantastic cake since used to mail them to me When I was an undergraduate, it was wonderful to get a parcel every month on it was a fruitcake. It was brilliant, man. House cake. Absolutely marvellous. Loved it on. I didn't bother with cakes when I was single, and then I'm now married to a charming lady and she is a brilliant cook on my step Sister Convey Take takes as well on we get cakes for every sort of event that we have going around. My daughter stepdaughter is extremely good at baking cakes. So why would I need to? I just haven't learned how to do it yet. So cast off the Karen internees of Oh, I should do this. I should exercise more. I should do that. I should say you should just get on and do it. Just do it now. Just get all into it. Cast off, Attorney. Oh, I should do this. I should. It's your decision. You get on the schedule. More time to do those things, A new cast off those tyrannies on. Then you're able to develop that confidence. There's a lot more within the workbook. It's fine. Not everybody needs to be extra vert. Not everybody needs to take the lead. Everybody needs to be everything to everybody but just recognize. I like those people who are detail conscious. I like those less extroverts characters who could get the work done, get it done well on time. I love to have those people as part of my team. I love that diversity, so I might ask my bookkeeper to run training course and talk to a camera, and she'll think that I'm completely mad because that's not what she does. Another does she want to? But if I want, somebody could do a good spreadsheet to track everything that's going on. Then she's my go to person for that. So confidence and self esteem is an individual thing. You can develop it yourself as a supervisor. Look at the notes. Improve your own self confidence on feel good about yourself. As a supervisor, you're on this program. You're getting much better being a supervisor. Get again in the qualifications, and through that you can help your people develop the skills they need to adopt the change that you are trying to, uh, implement off that strategy. So once you've got more confident people, then they're able to Well, what do you do with the overcome, confident people? Well, this is where good feedback is there so that people can see how well they're doing on Not over that the pudding as it were over the cake by suggesting that they're better than they really are. It's about being grounded. It's about getting good feedback on knowing where one is able to take things forward. So with that in mind, I'd like to take it forward to the next part to explore uh, working in new ways, which means working on project management. I always think it's quite interesting if you stop and think about it. Most work is a project of some sort or another. Maybe work you do on your own. It may be in need a team to deliver a particular piece of work. The project management is a discipline in itself. But if we look a working, working, progress across an organization, evenhanded case matters. Most things are a project in some guise or another, so there will always be something within this particular area that's going to be pertinent to you, even if particular projects don't use ALS project tools. That said, elements off them always get used in various ways. So let's not get hung up on project management software. Let's not get too involved with the whole world of project, which clearly maybe putting Crossrail across London or something like that or changing the the trans system in Manchester. Those are big infrastructure projects, not even light railway. Whatever it might be. Let's not get too bound up in that, but accept that most things that happen in your firm pieces of work our project, so there will be something within this for everybody. When I look at projects and said, Okay, well, what is a project? What's the aims will be trying to achieve? Then you might say, Well, that's various things that want to do But each of those have consequences. So if I've got an idea of saying OK, I want a project, this target improvement Every day when we've done a piece of work, an invoice gets produced, you might say, Well, OK, well, how's that project? Well, somebody producing an invoice requires a particular process to follow. Now, When I set the business up my own business 27 years ago, I came out of industry. I set up systems procedures for my firm s so that other people could follow. I was sold practitioner. Then we developed new working practices and we mode. I acquired a training business except etcetera, and I wanted to improve the way in which we produced invoices. Well, what's wrong with that? At the end of this particular exercise, I will produce an invoice. Four data law on life is good. And I said to my team, I would like to make make sure these invoices get produced a quicker on the consequence of that to my bookkeeper in the office manager Waas. What's in it for May? That's not a radio program. It's that we fn means what it Well, OK, what's in it for May if we follow a new system that we've been using for years, So whenever you've got a project going on, you have to address the What's in it for me. Why should I change? People don't like change. What's in it for me? Is there something better? I said to stuff that it would be able to do some quicker with less hassle on. Most people respond to that, said Well, producing it quick and probably suit you. The boss less hassle seems to sit. Suit me, the member of staff so looking at the consequences of your target improvement. To understand what's in for me will be one way to get people on board so it may be want to be involved people. If I just involved my office manager or myself, then of course, people said, Well, why not involved the bookkeeper? So who's in with your project? Whose out Remember industry being in pharmaceuticals, heading up the, um, the company's total quality management initiative? TQM on there were various teak you and workshops on. There was some reason you're selected for the Deco and workshop, are you? Well, I'm no involved in that. When in fact it was a pilot program and we just didn't handle the Who's in who's out particular well said there was, although Zone yes, they're doing something different. They're special because they get biscuits with their meetings or whatever. So this involvement off team is an important thing to think about not only who was involved in a particular work activity, but who isn't. Therefore, we need some encouragement on that encouragement. It's there to overcome resistance. So what is it? Administration here, This hand resisting change? What can you do to reduce the resistance, not push against the resistance? Because the harder you push the people, people tend to push back harder. What could you do to resist use the resistance? And therefore, I encourage people to engage with a particular project on its aims and objectives on, then finally said, Well, what is the right approach in my exercise to improve the way in which invoices were produced managed to create a cultural change, you see, because I had put a team together and we've seen how long to take producing invoice We looked steps. The process is I'm gonna come onto the how to do this on. They selected all the processes we added up all the time. Of all the steps. It was a 40 minute process. Dick, If I'm out in city where I am on Monday, I'm going to be out somewhere. I will travel somewhere. I'll stay in a hotel. I'll have some mileage on, have some expenses. I have a meal except except except you get the fees and get this that all those things coming together took a 40 minute process and I said, Well, OK, let's see if we can reduce it. My office manage My dog keeper looked at the system, identified ways to reduce it on. They brought it down to 30 minutes of what's in it for me. Well, for May they do the work more quickly. What's in it for them? They control the process. They manage the process. They get more things done in the time available, get home on time more often. So the what's in it for me was actually quite important from both sides, me, the manager and they the staff. What was the cultural change when they looked at that process on my bookkeeper, Helen came to me and she said then others processes even that we looked at for producing an invoice. Can I have a look at petty cash in the way we handle petty cash and change some of those processes I thought I've got there. We have the culture now that says, What? Mac develop the business. 27 years ago, he produced this office manual, have been following it to the letter, but things and move forward on. We're now allowed to challenge the status quo Church challenge the system procedures on to make sure I said, Yep, you tell me how you'd like to change it. Let's talk about it and we'll go from there. That ball is the right approach that those are four key areas to establish dude project aims and objectives, target improvement, the home involvement off whom encouragement reducing the resistance and then that right approach. That cultural change so important for you? Then, of course, what constitutes a successful a project for May? A successive project has half a dozen key success criteria, it must be something meaningful. So it waas producing an invoice more promptly, meaningful. Of course, it waas because people were able to do the work more quickly. Get it down home on time. Very useful, meaningful, particular way off working. So a successful project need to be well coordinated and monitored. I mentioned before, who's best to monitor the people doing the work among themselves? So who monitors accuracy of invoices? Bookkeepers, office managers? I don't actually see invoices very often initiate the process, but I don't get involved in checking on it. Why should I? Because it's well coordinated on people to the right. Momentary. A good invoice gets paid promptly without needing any correction on. We have zero tolerance on corrections. We need to get done right first time, which therefore involves people. It's their job. They enjoy the involvement on the successful projects where people like to be part of it, like to make a contribution because their contribution pits heard their ideas move forward. They are confident that their ideas will be listened to. Even if an idea is not a good idea, it will be listened to. So that's very important because we want to optimize time. Time is a precious resource on, therefore, good project makes good use of time. It's not extra to work. It's what you do in order to make the business function better. Therefore, it does bring in into use as a from the team to use as, um from individuals who can see things happen in their area. On the collaboration. Working together involves people, brings out that enthusiasm and therefore becomes self sustaining. A successful project doesn't require you the supervisor, to keep stoking the pump. It's just about being sustaining. People know where they're headed, heading in the right direction, and therefore they're getting the results they need for May. Those six things makes for a successful project. Now I mentioned every project, but what does it really mean? Will work based projects have within it a customer and supplier? I am the supplier off information to the, um, office manager, the bookkeeper to produce a an invoice so they take my information because I will give him the script of what work is. So client knows what's going on. They will then calculate what's required. Do the V A T do the spread cheats, Do the tracking. Do the compliance with Customs excise all those sorts of things with taxation. They'll supply information to somebody else that will go to the client. So work based projects really fall down into a couple of key areas. One is. Are they highly efficient, or are they just effective? Are they either one of the other? Or are they both for my money? Efficiency is doing things right. So what is an efficient invoice? Inefficient invoice gets done right? First time on it gets produced, printed, if that's what's required or emailed A pdf. Whatever is required on effectiveness is doing things right. So do things in the right way is efficient. But do the right things is effectiveness. If we were going to be sending Christmas cards to clients or whomever suppliers, they're producing the envelopes. Producing the address is highly efficient, very, very quick. But if they're the wrong address is wrong. People are no longer at that firm. They moved on. They retired then it's not very effective. Do things right as well as do right things. Therefore, recognize those customer supply chains across the firm. The managers Oh, the customer they want you as a supplier to provide particular solutions. You pass on that information to your staff. You are now the customer on You are wanting things done by them that staff as the supplier. So recognize those customers supply James across the business. When you formulate a project plan, there are some fundamental questions to answer. It's very simple. Whoever. Why? Where? How off? A particular project. Who is going to be involved with this? Who is going to be affected by the project? The work that we're doing Is it the external client? Is it something internal? Is it the department? Is it accounts payable? Who is going to be involved? When will it start? When various stages have to be completed. When must the end off the project occur? So we must understand that the out What are we trying to produce? What is the point of this? What is the purpose? What is the outcome? What does a good project look like? Then we could say Well, where in which department is going to pay with within which team is going to be involved. Where will this project be noticed? Is it internal operation procedures? Compliance has it to do with client facing. Things will be important. Why are we doing this one first? Why not that one first? Why do we have to do it at that pace? Why do we do these things in the way in which we're doing them? Are fundamental questions for your project? How do we organize it? How do we get people involved? How do we know it's on track? How do we know we're achieving the outcomes? Lots and lots of questions within those six. Who, when, what, where, why and how so when you're formulating a project plan, they're very simple questions on There's lots of different subsections to each of those areas, which is so important in making sure that your plan comes together. Good plan. We also recognize we need to have some smart objectives. Okay, well, let's explore Arkham Banks in business in Chester, and it's decided the objective is to deliver free monthly breakfast seminars on property or regulator updates on a 12 month rolling programme with defined agency staff attending at least once 1/4. Okay, so this is a smart objective. Is the card on the screen suggests that this objective written out in the way. Is it first of all specific? Yes, because it's very specific in a number of ways. Specifically, we're going to do seminars. Those are specifically breakfast seminars. It will tell you what time day it is. It's not going five oclock in the afternoon. What is the content of it? It's about property and regulator updates. Pertinent to estate agency. We're going to have a 12 month rolling programmes. They will know the titles for the next 12 months, and then each month we produce another seven, maybe repeats of an earlier one. But they have a 12 month rolling program that we're going to be putting together. We're going to advise Aled, the agency, state agency staff. We know who the star FARC visited them. Beginning the names and addresses were up, sending a mailing to the state agency on. We're inviting people to attend, and we hope that of all the staff there clearly with half a dozen staff in a state agency, you can't expect more to disappear same time. But you could expect each individual member staff once 1/4 once every 12 weeks, once every three months to come to your free monthly breakfast seminar had to have a coffee and a bit of fruit a bit of a bit of musically or something like that and hear something about property or regulate tree updates. Is it specific? Yep. Couldn't be more so. Is it measurable? Well, measurable, as in terms of timing. Yes, we know how many people we know who has attended When, Where. What, that. Of course, it's measurable work. Is it achievable? Why? I think that one a month is quite sufficient. I think we won a week would be too ambitious. I think one month is quite enough once 1/4 maybe a little bit like we could do better than that. We know they're going to be for half an hour, 40 minutes, 45 minutes, something like that. So it won't take too much out of staffs working day to attend, I think one a quarter. If I had my staff attend free seminars on something pertinent local to may sit within a five mile radius, that certainly is achievable and it's relevant to whom relevant to the firm because we're painting firm. We want to be relevant in terms of our aims, objectives to be the first choice conveyancing practice in jester on a Is it time back? So any smart objectives for your project need to be together. And here's a project to live a free month seminars rolling programme with defined attendance. So smart objectives drop project means that we started in right way were more likely to get within going in the right direction. Which means that when we think about the projects that began to be running within our business, where you can select the right sort of ones. But first of all, you have to say, Well, is it being selected by one of the partners or directors of your firm and then passing it on? Dropping it on somebody else's play here are clear. Get on with this. Here are Abigail. This is what I want you to sort out. John, can you do this one product? Are you gonna be able handle this? Well, if you're gonna be dropped on somebody's desk or whether involved in the project early on, something to think about because you'll get much more ownership through people's involvement in that way, Then you will do by just dumping it on people's this that that will be a much better choice on. Then we could say, OK, can we deal with people who are not selected? What about those who aren't involved in the project? Maybe we need to look at the team who's involved on make sure that the involvements. So the team selection, you've got your people, they're all going to come together. Then what sort of thing would we have within that team selection? Who's going to lead it? Who's gonna be the project head? Does it have to be use improvised? It doesn't have to be the most important person in the room. It may not be, but think about it. Certainly. When I led the project on invoice production, I waas the leader because I started the process off. But very quickly the office manager took over. Andi, ultimately, the bookkeeper is my junior person, came back to me and said, I've got another project. I'd like to get involved, which has to do with petty cash. Can I run that? We discovered that she was perfectly capable bit a part time 16 hours a week. Um, person who comes in to help us out is able to take the initiative. We need people who can analyze the data This program is about. Data analysis will be talking about that as further modules, important part of it. So the skills of bringing people together skills of dealing with conflict skills, communicating to explore that will be important over above the technical skills, off spreadsheets or meeting the requirements. Self recording, the data and so forth, so different sorts of skills within the team. You must off course have teams who are enthusiastic about the outcomes. They weren't too enthusiastic to start off with to review what was going on, but they were highly enthusiastic to be able to do this work not in 40 minutes, buddy. 25 minutes quicker in 30 minutes. They like that idea because therefore the work got done more quickly like it. Therefore, they took ownership ownership of what? The process? Yep, ownership of the output. That was the key thing. Get ownership off the output, right people in the team. It's obviously going to be hard work, focused work. Getting good results for people within the organization becomes an important part off the overall approach to it, then said OK, well That's my team. Do I need to have other people involved? So I hope that's getting a few ideas there on project selection, setting it up, running them in the right way. Now I'd like to look at how we work on projects in detail to explore how we make sure things happen in the right way. Particularly most effective ways. Most efficient ways. Effective producing the outcome. Efficient, time bound good use of resources. Andi. Make sure that the monitoring and analysis is in place that has now turned to the key area off tools used in project management, one of which is called the Critical Path Analysis. So what's critical Path analysis? While I'm on page 20 off the workbook, basically what it's to do is to identify all those various components activities that used to produce a particular outcome. Steps therefore, on what order those steps should be in tasks off the task, our task to work out what is going to be, ah, a critical part. What's going to be the shortest time to produce the particular outcome. So Critical path analysis is a very, very important tool, and not one that one necessarily has to use on every single activity. But, my goodness, does it make life easier when you know what the critical path is? And you know whether you are still on track so you can monitor your project early on because projects do not go around the end. They could wrong at the beginning because it's insufficient or in accurate planning. So Critical Path analysis is a key planning tool. So let me take you through the various stages off a critical path analysis and explore how you can use it in practice. In your situation with, if you're managing a particular activity to produce a particular outcome, So what do we do? First of all, well, if you take my example of producing the invoice, what we did was to get the three of us together, and we brainstormed activities that needed to be performed. What were the various steps steps to do with word documents, excel, spreadsheets, information, e mails, printing on duh mailing for those invoices that get mailed or emailed or whatever they were going to pay? So we identified all those various activities, and then we said, Okay, what logical sequence will use well behind me? You'll see there's flip charts on their white boards and so forth. Well, those are the sorts of things that we were using, too. Identify all those activities of What do we dio? Well, the good old sticky notes Post it notes. Brand name, if you will. We use Thies to track what was going on. Some larger ones, small ones, whatever was necessary so that we could put all those activities part of our project into some logical sequence and then put a number on each step, not two. Crucial if we belongs, we identified by a number. It doesn't necessarily have to be exactly the right sequence, but numbering each step on. Then we could say how long would each step take. So how long does it take to find out the fees for a particular invoice? How long does it take to find out the expenses for a particular public training course? Run a hotel? I'm off to Leeds on Monday, so we need to look at the information there for expenses. For example, how long does each of those steps take and then to say, Well, okay, we can't actually start writing an invoice unless we've got the information. Obviously, on once the invoices written, we can then start to put it into an envelope. And we can't put anything into envelope until the information is there on the invoice gets written. So in other words, those dependencies become very easy to identify. What do we need to do first? What needs to be done next? How long does each of those take and we can establish? The work must must be done. First work that can only follow other things on. We can build a Critical Path analysis network because we will see there are things that can be done while something else is happening. In other words, concurrent activities. Um, So, for example, while, uh, somebody is, um, passing information to a bookkeeper for putting the, um spreadsheet together, then the office manager could be typing up the invoice. Personally, I think they're different avenues once an Excel spreadsheet, and the other one is a word document. So there are concurrent activities. Go on. Well, if it takes longer time to produce the, um, the invoice in word documents, then of course, the Excel spreadsheet could be done at various times in that period and then we can build up that network on. We could then establish Well, okay, what is the critical path? And it was What are those sequential activities that must be done on that will be the critical path. What of those concurrent activities that could be done at the same time? In the critical path are the longer off the activities that need to be done concurrently because the next part can't carry on until that particular step is finished. Then we can say, OK, now we can communicate this to other people because with this critical path, we can create a bar chart so that people can see what's going on now. The example I gave producing invoices was in minutes, but it could be that you got a critical path that would be set up in certain number of days. So when it comes to producing this program, I knew, uh because it was me running it roughly how long things would take too. Pull together the workbook from various sources of information. I've shooted at a London business school on project management. So the material need to be brought together. Put it into the data lore format get it written for the legal sector, etcetera, etcetera, etcetera and put all that together and then to produce the power point. Now I couldn't produce the power point until I know what's in the workbook, etcetera. So I get that put together. I can plot that in a structured bar chart. It's actually put together in a very straightforward structure. It's called The Diary. If this happens this day, and that happens that day consume a day by day basis rather hour by hour or indeed, minute by minute, and then I can use that bar chart to communicate to other people. What's going on particular, back to data law? This is where I've got to. That's the next stage on. If something else happens, then I can use the bar chart to illustrate what's going on. So what does all that look like in practice? I've run through the nine steps. Let me illustrate some slides that will show you some of those elements. First of all, we produce a simple table, which is a precedence chart. In other words, each activity zero is start. We can say what that activity is. How long is it going to take in whatever unit days, hours, minutes and so forth. What must we do first? Proceeded by what can be followed by on then is there any activity that be concurrent? That's a very straightforward way off looking at our post. It's looking more together on making sure that we've been able to structure our activities in a way that makes logical, practical sense because this isn't a theoretical exercise. It's absolutely about making sure the right things happened at the right time amongst your team. That's the president's job. The activity descriptions. As I said, Post it notes. And here's a post it note there. What is the activity? Open a spreadsheet. Okay, let's give that a task number. Number one on how long will it take to open a spreadsheet? Maybe it will only be seconds. Maybe the activity description is, too. I had the information to the spreadsheet, in which case the duration be that little bit longer. It's opening on adding information to it. Then I can say what is the earliest start time for that activity on our shared drawer? Well, it might be earlier. Stark time will be just zero cause that's the first thing we do. But in fact practice we don't open spreadsheet until we've got the information. So three earlier start time, maybe some minutes after collecting the information from the tutor on mileage, on expenses, on accommodation, on sustenance, on fees and so forth. So all of those, the earliest weekend star, is maybe some 20 minutes into the process. Then we open a spreadsheet at the data that may only take three or four minutes. So what's the earliest finished time? Will the earliest finished time will be the start time, plus the duration. So if I started 20 minutes in on that take three minutes, the earliest finished time is 23 minutes. Simple enough. The least we can say. Well, okay, How late can we finish this? Well, when's the next part of the exercise? What if there's another activity going on which may be concurrent then the latest finished time will be just before the next dependency starts. Logical enough and then we can say, Well, okay, if this carries on for three minutes, the later start time will be three minutes before the latest finished time. So very simply, you've got those four parameters their earliest and latest start Times earliest and latest finish times built around the dependencies built around the duration. Don't forget, you can stop them. Repeat the recording so that you can follow what I've said. But that is really what appears simply, as we've just drive there on a post. It stuck on this the flip chart or for larger projects on the white board on Everybody can step back and look at it. So yep, that makes absolute sense. We know what we're doing. Incidentally, you have something called Float. Now, if the earliest start time and the later start time is one of the same time because it's on the critical path, then you have no float because the duration. Three minutes. The latest dark time on the latest finished time, which is three minutes apart. Duration. Zero float. But the float will be indicating where you can start later, provided you finish at the right time, and I'll show you what this looks like on the next chart. It's called againt chart after Mr Dent. Basically, it describes a period of time, so here you can see a bar. The white box to the left is an activity with a particular start time, which shows the earliest start time. It's related to the dependency, what proceeds it and so forth. It starts by showing the earlier start time, then says it's a three minute operation on the earliest finished time will be whatever time we started, plus three minutes started. 20 minutes through duration is three minutes. The earliest finish time is 23 minutes. Now, if this step of three minutes is not on the critical path, the end on the right hand side of the gray box illustrates the latest start time for the next activity if it's not on the critical path. So what that means is that we have something called Float. So this three minutes step can float around, and it could be actually started a lot later, provided it finished just before the next key step that is dependent on it being completed. If it's not on the critical path, so again, I'll just come back. This particular step of three minutes could float. It could start a lot later, as long as it finished in time before the next activity. If we were on the critical path, then our latest finished. Time is actually the earlier start time plus degeneration here on the critical path. We've got absolute dependencies. So that is one element off the Gant chart. The full chart is the succession of these activities presented on. I'll show you those in a moment. What we can do without flip chart with our post its with our information put onto the screen, we can do a process evaluation. Onda review technique Pert giving a nice little acronym there. What that means is we started the end off the process, the final stage, and then come back and said OK, before this finish point. What is it that needs to be completed at that key stage? So step eight would need to be there. But then we have three concurrent activities that could all come together. Four step eight to be done on these. Ah, three stages 56 and seven cannot start until step four has been completed. Step two on Step three can also be concurrent before Step four starts on. Then we have the starting stage here. That then goes to some concurrent. So what we can see here with our pert diagram is the sequence is logical from start through to end. It shows us those activities that could be done concurrently. Two and three could be Don't concurrently, that may have different durations. They may have different, um, situations, but Step four can't start until both step two and three have come together. Then we can go on to steps 56 and seven, which again could be done concurrently, which then leads to the final stages. So that's the pert diagram. What's the point of it? It means that as your team is looking, the stages they could debate discuss it, moves them around, or they have to do pick up the post it, put it back, pencil in the lines. That's enabling us to manage the review of the process in a team situation. Yes, there is project management software if you want to invest in it, if you're doing very complex projects. But actually in your world of implementing a new procedure in your team of people, you don't need to use that technology. You can use Post it notes and flip chance that brings in the life, and I'm a great great advocate off engaging with people, letting them comment about what's going on, letting them see what's going on because very tactile, you can pick things up. You can move them around. What if suppose we did, and so forth that makes life so much easier for us now. This is the process evaluation review technique, but it's not the Critical Path story, and it's not showing the duration of these things. That's the complete element off the Gant charts, so that one little strip that we had for that three minute activity is one part off the Gant chart. Let's take what this particular process here is on. Look at it in a full Gant chart and it looks a bit like this. We start off with Step one, and then we've got to dependencies. So Step two and Step three can be concurrent on. As we can see, Step two is shorter and step three. We've got a time Night on. That tells us that step to cannot be starting Step one is complete, but Step two could be started a lot later than the beginning off Step three. Because there is the float. We can float Step two along that purple patch, provided it finishes at the same time. Step three finishes, Because then we want to get on with Step four. Now, you remember from the process evaluation we had 56 and seven that were three concurrent steps. Those concurrent steps, um, shares the longest one. So provided Step five and step six are completed before the end off step seven. We've got another couple of bits afloat. Then we moved to the final Step eight on, then nine. So this is a full Gant chart. What we've done, just a quick recap is to identify the steps, put me in a logical sequence, number them, sort out the duration, and then we can Look, how early can we start? Um, how long are these things going to take? So if you were implementing a particular project in your work area, imagine the measure at the top was days. Okay, so on the first event takes a day that starts on a Monday, needs to be completed. Then on Tuesday, we can't step two. Step three. Step three is going to take us best part of two days. Okay. On that shows that Step two could be started on the second day or it could slip and start some time on the third day because we've got a little bit off wiggle room, which enables us to make blood on but easier for us. Then we have stepped for which can't start means that still steps. Two and three have been completed, and then we have stepped five and six. And as we can see that this point here is the latest start time for step five so that it finishes just on the same time as Step seven finishes equally with Step six. We can shift that along a little bit, and that will be the latest time that we can start. Task six. Because five and six are shorter times and they can run concurrently. Step seven is the longer step. So what is our critical path? Critical path is the sum of steps one, three, four, and then seven, eight and nine to show those sequences there, and it shows us that steps to five and six are not on the critical path that they can slip a little bit. They could start later, depending on the resources that we've got provided it finishes on time before the next dependency. That's really what it's all about. There's nothing mawr complex than that really is very simple when you see it working in that way, because that enables us to allocate resources. Do we have to people to do steps two and three? If we have, then they can be done concurrently. Clearly, Step 56 and seven need to be handled by one person each that we'll need three people to do those five. They can run concurrently. If we didn't have three people, we only had one person. They can't be done concurrently. They have to be done sequentially. If that's the case. Oh my goodness, What happens? Well, take a simpler example. We can illustrate that if you haven't got to people to do steps two and three, they can only be done by one person. One person's available. One person has the skills. One person has the time. Then what happens to the critical path? What here is, We can see it shown it's a timeline. 1234567 On the bit days, if we couldn't, um, have the resources to operate steps two and three concurrently they would be sequentially, which means we may do Step one first, then step to immediately. We see the effect of that. It shifts step 3 to 9 right the way across. By the best part of a day, the whole process is going to take the best part of the day by the duration of step to longer. So the critical path shows that it could be done in seven days on a little bit. But if something like step too confident concurrently, the whole project will slip by the time off. Step two. So Step five. Of course, if that could not be done concurrently with six and seven would add almost two more days to our overall project so you can see very quickly. It's a very visual way of illustrating what's going on. Andi puts it against that timeline. And if these were days of the week, days, months or weeks of the year, then your Gant chart be a very powerful tool to signal to the end product consumer. The client, the other department that project, uh, with the end of it, will see that slipping, said the project sponsor, the senior management, conceiving what's going on very, very early on. If you started with your project planned in this way on Step two did not happen concurrently. Step three. But happened before immediately. You see the consequence of that on what's going on. It also allows you if this were timeline. Having done Step one on Monday, you know what's going to be on the agenda for Tuesday morning For person is doing Step two on the person doing Step three exactly what's going on. Andi provided Step three starts at the beginning off the second day. You know that provided the person doing Step two completes it by mid afternoon. On the third day, I e. The same time Step three is finishing. Their life is good because, as you can see, we've got the latest start times identified on our Gant chart for those non critical path steps. A fair bit of complexity there. But I hope that's made sense. I've hope I've explained what's going on, and you can see what I was looking at as I talked it through. If you need to review, then that's the beauty off the date, a little programs you can pause and review. Andi, check that. Everything's okay. You take it at your pace. So key things. What's the critical path? What's success of that Havel. The activities been included will be missed a step out. If so, you know the consequence of that when it comes to looking at Gant chart Are the estimates of duration accurate? When somebody says, Oh, I can do that in a day and you find that they have to go to court morning one day, then you know immediately the effect on the critical path. It's now slipped by the duration off somebody being away for half a day for whatever reason. So provided your estimates of duration accurate, then life is good. You looked at the inter dependencies described accurately. We have said that steps two and three could be done concurrently that steps 56 and seven could be done concurrently. Well, that's fine on the dependencies. Thes need to be completed before the next stage starts. If that's accurate, then life is okay. And as we can see, you can look at the critical path for shortening or simultaneous activities if a particular step that somebody said it's going to take me a day and 1/2. But they completed more quickly again, it shortens the critical path. Conversely, if they take two days to do it, you know the effect on that immediately on the simultaneous activities. The current ones are absolutely fine, and they have some wiggle room if they're not on the critical path. But you, as the project manager, can signal these communicate, share experience and so forth on the bottom line is you can use those charts and I just put on spreadsheets because my spreadsheet becomes the time. It could be days, three hours could be minutes. Whatever you want it to be. And I can see immediately the effect off changes by putting in a new column being a new period of time or something like that. And immediately I see the slippage. I don't need to use complex project management software. Of course it does it for you. Of course, it's brilliant during one off projects than that, uh, is very valley before you. Okay, well, that's enough of me talking about all this. What I would like to do is to get you to make me a nice cup of tea. So let's explore that as the next part
01:20:52
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So let's have a look at my nice cup of tea in my lovely yes, stupid boy mug from Dad's Army. I want you to. I used the example of making a nice cup of tea toe work through a riel live project to work out what the critical path will be. Andi, to use this as a template. Now I do hope that you will take the time to stop the recording and actually do it on, because I think you'll learn a lot from the process of doing it. Don't worry. I will show you how it all comes together but working on it yourself. And it's a great way, of course, to get your team involved in project management training. If you want to get them involved and watch the programme as we get through, it's up to you. But essentially, what are we doing with this nice cup of tea and I can point you to page 28 of the workbook. What we're doing is that we'll need a kettle to boil water and we're going to use our favorite mug, My stupid boy Mug Favorite mug. Nice. Big. Um, large milk there. Hold it. quite clearly somebody has used it. It's not going to clean are gonna tea bag in the mark. I'll need a teaspoon to give it a bit of a stir. Andi, I take milk, but I don't take sugar. All of this is fairly straightforward. And we're gonna do this 11 oclock mid morning to make a brew. Now it's an everyday event, and I'm not gonna take messages from anybody who says I should be using porcelain China tea cups, tea service. My great great aunt had one of those. I seem to inherit the few remaining cups and loads of sources and plates. It's not that no one would normally use a kettle, and so for a teapot. So on what we're going to do here is very straightforward. When I want you to do is to go through the process with this particular, um, event put together, I'd like you to run through the Critical Path analysis process, brainstorm all the activities put on Post it, notes something like this and stick them on the wall. Use it or flip chart something like that. Put the, um, the diagram together, work out the dependencies, build a diagram then build the critical path on produce something that makes sense. So off you go. What will you do? Well, I'll train the starting point. That's to sort out the dependencies. Task zero is our start point. Then the first thing you do is to find the kettle. Is it sitting there on its little pulled for warming up or a Somebody shifted it somewhere else, and probably somebody put it by the sink or the drain. That's not where he expected to be on. Open it up. Well, that's 15 seconds proceeded by. Start on, it can follow the start. There are no concurrent things you do. The first thing you do is get hold of the kettle, open it, and secondly, you fill it with enough water may have enough water in it already, but straining seconds. To do that. It must be preceded by locating the kettle, because there's no point trying to fill a kettle without finding it. And it could follow number one. Is it on the critical part? Well, these two are now run through the rest of the process. Okay, what's the next thing you're going to do? Having filled it with water Well, chances are your plug it in and let it boil. And that, funnily enough, that while your half filled kettle of water boils, how long is that gonna take in so many seconds? Will it take you 60 120 180 seconds, world? Probably three minutes. What you going to do in those three minutes? I'm gonna sit around and 20th thumbs when the kettle's boiled. Then start trying to find your beloved mug. Kids bought it. And that sort of saying, um, wash it tea bag except exceptional. Sort out the dependencies first. Then when you've got that put on a flip chart on, then start to draw up your process evaluation scheme. Okay. And Paul's obviously, while you do that and then come back and see whether you've got something similar to me. Well, what I've got his one. I prepared earlier. The Perp Diagram Program Evaluation and Review Technique Festival. Let's look at the order off my brainstormed activities over there on the left hand side. 1st 3 I've got from my dependency chart. Already there. Plug in and boiled the kettle runs for three minutes. Step three. Favorite mug. Wash it. Tea bag. Um, from the container, and then I put that into the mug. Then not a lot happens until 0.8, when ICANN then pour the boiling water into the mug. Let it brew for a minute. Some would say, Well, it needs to be three minute brew Wellness. It's a one minute brew milk spoon. Take the tea bag out. I found that taking tea bags out of hot tea needs a teaspoon, so obviously that comes first. I put the milk into the mug and return the milk to the fridge area. Rinse a spoon dry, return it to the drawer, and I could enjoy the whole thing on. Then I produced my dependency chart, my program evaluation. It finishes with my enjoyment off a brew on. Then I'm tidying up the spoon. And then before that, I'm putting the milk into the jug. Now, when we look at Step 10 get the milk from the fridge and take it to the kettle area. Then clearly that's the dependency. So hence the line between point 10 is used. My mouse 100.10 to 13. That's the dependency. So 130.3, plug in a boil on, then. Okay, it's not Gant chart. It's just showing there's the critical path. That's the boiling time. And in that boiling time, I can get the milk. That's concurrent. What else am I going to do? While everything is boiling? Well, I can get the sequence with my mug favorite mug. Wash it. Step five. Step six Tea bag. Step seven. Put it in the mark. Step eight. Pour the boiling water in, so that's all happening with tea bags. What's 11 will that number 11 is the spoon from the drawer. I get the theme kettle boiling on. Then that could come through. I don't need that until I'm here a 0.12 to remove the tea bag. And I'm going to remove the tea bag before I put the milk in so I can change. Move these around and immediately. I'm seeing what's concurrent, immediately seeing what the process is. Is that program a reasonable sequence of events? Can I make sense of? It looks good to me, but then we have all our durations, our generations of there in seconds. But this put diagram is just the process being reviewed without getting tied up in timelines. The next thing to do is to build our Gant chart. So what you would do now, armed with that is to start building your charts because each of these steps step one is 15 seconds. Step two is 20 seconds, and now we are 35 seconds in on. Then we are plugging in a boiling. The kettle is a nice long 180 so you're developing your critical path in that way. But then, looking at these events here 10 and 11 plus 4 to 7, they're all being able to flex around so again Paul's and scribble up a Gant chart to see whether or not it looks roughly like the one I've got as much time as you need. It's very useful to do that, putting these things into some sort of sequence because then we can see what we could do with a gun charge. Very important to have a go yourself. It's quite a bit of fun on you. Get a handle, then, on how you use it to best effect. Okay, let's have a look that again, child. Here's one I prepared earlier. Now this is actually created very easily on an Excel spreadsheet. It's very similar to the pert diagram. I've got my tasks 1 to 15. I've got the descriptions and then I've got the duration in seconds. And then each of those periods from 10 2030 40 50 60 in 12th chunks, I can put the whole timeline to the end of making my brew. Now the activities in red are on the critical path, so let's just run through the activities that's on the critical path. Get the kettle filled with water. Plug it in. The third long red bar is the plugging in. This is a long period of time, and then once the kettle has boiled after my 180 seconds down here on putting boiling water into the muck, which has already got a tea bag in it, and I'm letting it brew, okay, and it's brewing for a minute. And then after that, I could get on with removing the tea bag, putting in the milk, clean it, spoon, putting it away and enjoying my cup of tea so I can see that from 0.0 when everything starts. It's a five minute, 42nd process off which three minutes is taken up with boiling on Dwan minute is taken up with brewing. Yes, you argue the Pru Times in the boil times. But of course, that's what they can charge is therefore Okay, so that's the red bits. What we recognized from our process evaluation and review technique. Pert diagram we've got in the, uh, yellowish blocks. The mustard colored blocks here. We've got varying sequences on we've got Step 456 and seven. Which is monk from the cupboard. Wash the mug. Get the tea bag from the container, drop it into the mug. Are all activities that we can start then if, um, we had other, uh, people come to that in a minute within. Get the fridge milk on. Then we spoon from the drawer. What we can see is that we can start these as early as that period of time, as illustrated here. But then we can see with the lighter colored straw colored bars, the float. How much float time have we got? Well, starting down here on the critical path off water into the mug, we can see that put the tea bag into the mug. Must occur in that five seconds before the water's boiled. That little blue hash line there is showing us the latest start time for our five second task. And similarly, here's the get the tea bag from the container 20 seconds that has a defined latest start time so that it finishes just before we put the water into the mug. And so it goes on. These little blue lines illustrate the latest start times. Now, the later start time for the most from the covered has got to be a head off the rinsing, the washing and rinsing and so on, so forth, similarly down here we've got the tea bag from the mark and put it in the bin that is there that occurs after its brood. And as we can see here, this is the spoon from the drawer. Take it to the kettle area. It is a 15 2nd activity and here's the 15 seconds before we're going to that removed the tea bag from the tea. Why is this going to be helpful Important to us? Because if there's only you making your tea, then you can't do three of these tasks. You cannot get the milk as sorry they mug from the cupboard. The milk from the fridge and the spoon from the drawer at exactly the same time. But as we can see, we can move thes later and later and later when we have got time on, provided there occur before they're actually needed. Then we're able to use resource allocation properly. You know from well that you can make your own cup day. You don't need to have more people there to do it. In fact, they would get in the way. Quite simply, you could make this as efficiently as possible without any delay. Because the red activities are critical path. The mustard colored activities are able to flex because the straw colored bars shows you the float on. Then those activities could float about any which way you like, provided that the blue lines illustrated when things have got to be done by because when they have been done on here we have ah, tea bag taken out, putting the Ben or milk put in Onda. We brings the spoon, put it back in the drawer because we're nice person to work with Ondas. We can see there's five minutes 40 seconds Now, as you know, if when you put the kettle on. You get called away for a client phone call that's gonna take you five minutes immediately. You can see the effect on the critical path because that boiling time we'll take three minutes. Kettle turned itself off. Sits there on. Do you come back after that gap of two minutes and then you make tea then or is more likely is to happen. Some other fellow will empty the cattle for you, and you have to go back to beginning to refill the cattle. Boil it again, but you can see what's happening on the critical path. You can also see resource allocation in terms of people. One person do it'll because tasks 10 and 11 console ip quite a bit on. We know that if any of those slip and start later than the latest start time, it has an effect on shifting the critical path. Because if while you're away on making the phone call and you come back after three minutes, but you haven't got the most from the couple is not washed up, you haven't got the milk. You haven't got the tea bag, etcetera, etcetera, etcetera. All those those had float. You've started them too late, and now they're affecting the critical path. Beautiful charts to use to communicate to your colleagues. What's going on? I hope you find that a useful exercise to get people on board for when it is driving improvements in your work situation. So how do we make best use of resources Well as the questions in the work. But we're asking about the various components that was going going on, and that was on page 28. What is on the critical path? We've talked about that Andi provided you have the resources without over allocating. Can you finish any earlier? Is the earlier finished time going to be changed? If you've got the resources? Is that going to change the finish time? Has that got earlier finished time? Can you make a cup of tea any faster than the system that is suggested there? If you added people to the project, how many people would you need? And how would that improve? The critical part will clearly, as we saw from looking at the effort going into making cup of tea, that one person is sufficient to make it run. OK, but when you see you've got concurrent activities, then you know whether or not you can use other resources. In order to get a better outcome, you can use the same critical path. Exercise the same Gant chart to say, Okay, you go make yourself a cup of tea. What's the effect off making it for two other people in your work group? Is that going to affect the time it takes to make T for three people compared with making tea for one person? Well, I think we'll find that as three minutes takes to boil a kettle, the amount of time to boil a kettle for one person compared with three people is only going to be dependent on the amount of water in the kettle on the temperature of the water. When it arrives in the cattle, start off with on you should find that three minute boil allows you enough time to get out to other mugs and clean them and get mawr resources and so forth. So it's a very simple techniques looks over complicated clearly for a cup of tea, but I hope you can see that using that enables one to deal with those challenges and conflicts that arise when you're allocating resources to a particular project. So again as picked up within the the workbook, a few questions there you've got copies of that, uh, pert diagram and the critical path. You can study that in a lot more detail on managed to deal with the conflicts when it comes to conflicts within a particular project. Then, of course, there's a whole variety of ways in which one can deal with that. We'll be exploring this again in looking at dealing with the other situations. You will remember from the first part off this course that you were looking at the conflict mode, your own evaluation of how you handle conflicts. So I'm adding a little bit more to that on. We can explore how we manage those changes of conflicts in a project. It may be that if you're the project lead, you exercise a bit of authority to make sure the people achieve what's required. If you have a Gant chart and you have a critical path, you can use that to illustrate to other people who manage or the line manager of people that you need for a particular project the consequences off delay for their contribution and therefore that communication that comes through using against you could be very powerful for you. Of course, there can be is to withdraw or avoid a particular conflicts in some sort of way. Conflict management. When we talked about that in part one illustrated the avoidance of conflict as a particular strategy, you could choose to use that likewise compromise. Well, if you do this for me, then then I will do that for you later on. So that compromise may be a way of dealing with those challenges or compromises. It may be that if the senior partner wants a particular project delivered on time and somebody else isn't playing bald, and if you can't exercise sufficient power than the project sponsor, I e. The more senior manager may be able to, uh, make sure that things happen appropriately. Ah, thank you goes a long way, making a brew for somebody else. Whatever it might be to appease other people will be an important step to deal with that on days like power. Get some sort of agreement to deal with that conflict as it occurs. And, of course, if the problem is going to be an extension off the project because the lack of availability of somebody then sold the underlying problem, which is resources being available. If somebody is not available, can somebody else step in? That will be a n'importe way of dealing with the problem, not the fact. Oh, it's the symptom is it's going to delay everything and start running around like a headless chicken. It is to deal with the underlying problem about resources rather than the symptom. The effect of those lack of resources. Make sure your delegation skills are there. Remember on Part one, when we talked about briefing work, delegating it, the first step of that was what deal with the issues that this person have about being given extra work. What's in it for them Unless you answering that question, you know, necessarily getting them onside. Andi always acknowledged the effort that came from other people. Whether that happens to be a fairly modest way or something more significant, I would make sure that you acknowledge the country's thank you the right time. The right way goes a very, very long way. If you have problems with come with critical paths instead of battling on your own, then is the time to call a meeting because everybody involved in the project will learn from the experience on, particularly if you have a problem earlier in the project affects the critical path. Those doing their bit a little bit. Later on, we'll see the impact of what's going on, and they will make doubly sure that they don't also extend the critical path, but delivering what they need to do on time and effectively and the end of the day. Two years, two eyes and one mouth is always handy in dealing with conflicts. To understand what's going on and watch what's behind it, obviously, get somebody as independent coming as a mediator. If there is conflict between you in another department, it may be more senior person. It may be somebody else's good go between two able to deal with those things and then finally, of course, to remember to revisit Part one to revisit your Thompson uh, Thomas Killman conflict mode instrument, as it was called Seen that in part one on have a look for Mawr conflict management training within the data law portfolio. We'll hope that therefore, summarizes everything to do with projects, project management tools and techniques. We've gone through some important techniques there. Flow charting the diagrams process evaluation, the, um, three Gant charts, and so on and so forth and being able to use those to good effect to make sure that things deliver on time as efficient use of resources and producing the effective outcomes. It may be that your project, of course, has some financial implications, so it seems sensible that this is the point. We move on to talk a little bit more about managing finance. As with most of this program, I don't know what responsibilities fall into your role as a supervisor within your firm. So again, when it comes to looking at these particular issues, importantly, not only covered the subject to a certain degree, but except that you will have to explore a little bit further other aspects of managing the finance appropriate to your role. And there are programs within data law, of course, the portfolio, their online resources that will look at finance in more detail. It is something that crops up. For example, management called Stage Two on. There's quite a uninvolved section that I've delivered their within the data little stage to program. But for the supervisor they I like to call it is depending on your seniority that your finance has to do with controls and compliance, on also managing the budgets to make sure that you don't overspend. So within this area, let's look at a couple of key issues that I hope you'll find worse exploring, perhaps in a little bit more detail. Financial management. I'm going to cover six core areas here. One has to do with governance, and not just from a legal point of view, not from the corporation corporate point of view. If you're a limited company, and clearly the rules continue to develop change within that you may be a solicitor and you'll be fully aware of the blisters. Regulation Authority could conduct about the handling client money and very much the sort of thing. And, as you know, the S. R. A is a risk adverse regulator. So for supervisors who not so familiar with that will explore what's meant by risk from the SRS part of you and your role within managing that your job is a supervisor and your team is to is to provide value for money. So what does that mean in the context off your employment? What does it mean in the context of clients, for example, and within financial management? We need to deal with data on the finances that going on, it's not a finance course per se, but we will be looking at budgeting on. The purpose of budgeting is to allocate funds or to predict what funds might come from a particular activity and to control that expenditure. So quite a bit there. Let's get on with it. Have a look. Three key aspects off organizational, governments and compliance. The key aspect off organizational governance is to follow the rules and comply appropriately both with regulator as well as the taxation and so on and so forth. And those things continue to develop and grow. So whatever time you're looking at this, do be aware off those changes that may be brought two governments compliance. But the end of a is to reduce risk. Mention before the s r. A is a risk adverse regulator. So let's explore risk. What do we mean by that? From the S areas? Point of use listers will be familiar with this others less so but effectively. This image here, which is on page 35 of the notes, explores it a little bit more detailed. Looked at two sets of risks, one of which stands above everything else. And that's the market. Risks on the other are within firm, so the market risks will come from the regulation. So your regulator will talk about transparency of cost, ings and publicizing information, and so on and so forth. And those are more recent initiatives that they've taken. But it also looks the risk from competitive pressure. Not only regulation or legislation changes, but risks from general economic changes on then, within the firm, there's a number of different risks the so called impact risks, which will explore of the way the businesses managed the operational risks. That sort of things that you'll be involved with is, as a supervisor, Onda also the risks to your viability. So those are the key aspects off it, and you'll see more notes on the note within the workbook on that on page 35. But on page 36 there is a table, so I'd like you do have a look at that. I got the top of it here for you on that just picks up some off the different types of risks. Under the heading of market risks. We have things like competitive constraints, people setting up other firms that going to challenge the hearts and minds of the people you're trying to serve There is that failure to have that consumer demand or meet that demand the consumer rights that they have, providing the right sort of training for the right sort of work, and so on and so forth are market risks outside of your control. But they're ones that you may be affected by. And if you have a look at that list on page 36 you will see something called Pestle and explain what that is a little bit later on. Then you have these three other firm, uh, risks that can be affected within the business 1st 1 of these top of the list is financial difficulty cash flow, not having the cash to pay the debts when you fall, do you those sorts of things, maybe a concern, And it's certainly something that will fall into the supervisor's remit in terms off, uh, managing the business from a key point of view to make sure that the invoices get out and they get paid and banked promptly and so on and so forth, maybe operational things. Things that you is a supervisor will be involved with not acting ethically and appropriately on so forth. The wrong systems and controls comes under the heading off operator risks and so on. Lack of management competence where you're a competent supervisor, a competent manager because you're on this program hungry to learn more about becoming better at your job, and then the impact risks the ones that are important. And if you look and look down that right hand list on the table on page 36 you will see quite a range off issues. Now what's interesting is if you're a solicitor, which of those your responsibility? Well, you're probably take all of them as you rightly should, because they are to varying degrees, greater or lesser extent, something that will be your responsibility. If you're the supervisor off support staff, then, of course, all these are major issues for yourself, too, to be aware off and to deal with appropriately, and there becomes a checklist that you need to use and explore more fully. If you're not sufficiently where often to recognize, what are those things that you will have an impact on? And you may need to get some advice from within your firm because their firm managed initiatives of how things out out with on this particular guides will be that office man, etcetera, etcetera. So that's your agenda, your important agenda. Please make a note now to follow that up. After you finished watching a particular recording under market risks, I mentioned Pestle. While what's all that about? It's an acronym. Three Key are the 1st 4 of those that so called pest analysis because the A off a pie in strategy development is to know enough about the macro environment in which you operate. The situation, external environment, political, economic, social technological changes is the pest, and some would add legal and environmental that to make pestle. And that's what the s are air talking about within their market risks, Pestle risks. Essentially, what that means is if the firm has direction and it's heading in a particular way, aims objectives on its strategy. There are rocks in the channel well needs to avoid So for me, political, oblique, legislative or legal would fall under that one. Heading the regulators risks the changing legislation, political professional risks and there the economic risks that money supply the supplying the public purse to legal aid well known by those of you involved in those areas, as well as access to funding external factors there. Interest rates, boring rates, etcetera, etcetera, social changes, other rocks in the channel. Single person households Theo. Access off people to employment within law firms to access to further education and so forth as social, uh, issue and then technology driving those changes. Effect of that, of course, could be many and varied that they change the structure or the direction in which your firm actually wants to travel because of these changes wrought there. So that situation analysis that a analysis off the situation is an important part of a pie strategy development process. And of course, the legal or environmental issues will have an impact as well Ethics will do for May. Ethics seems to fit quite company and of the political issues an arena, but depends what your businesses I've worked for charities in Namibia on ethical issues about donations to charities became a key issue. So we look to that in the situation analysis there. Environmental issues would be important. But if you have an office, that's not much you can do about that. Unless you happen to be in that environmental market, Dean legislation so forth clearly will be crucial. So that's it on the risks out there to understand the governance issues, compliance issues, taxation and so forth on your responsibilities to meet some of those areas. The end of the day, Of course, what it's all about internally is delivering value for money, both in terms off the markets that you serve, as well as the environment in the firm in which you work. So let's explore different ways of looking at delivering value for money. So we're going to talk about delivering value for money. We're better understand what it is. Well, I think it means different things to different people. But if in simple terms, value for money must mean in terms of cost is that you are able to run your project at the least cost, that doesn't mean the cheapest price, but certainly in terms of cost off, the money being invested in particular outcomes that's being achieved. And therefore the second element of value for money is quality. So is equality. Fit for purpose is going to deliver what we aim it is going to achieve on. I think third thing for value for money is that whatever you're doing is a sustainable way of running your business. It's not investing too much money on burning the profits earned, not having enough to feed cash flow and so on. So forth for value for money in that respect should to have that cost quality on sustainability elements held true within that, and then different people will use different things to describe the value for money. In terms of the four he's first of these is efficiency. In other words, for investing in this project. Are we going to, um, get a good return in a good period of time? Whatever that period of time is, how long is it gonna take to get a new case management system and what returns on that capital can we expect so in that respect to, we then have what's the economic basis to it? So some monetary value to that said before and come cost. It's not the cheapest price, but the lowest cost. A cost off the overall impact not just in financial terms but also in terms of the, uh, profiting from the project. You involved people in the project. You profit because they learn how to do projects. When my bookkeeper got involved in looking at New Way running an invoice system, I've profited because she was happy, then other things and came up with an idea of improving the way we handle petty cash and so on. Good use off time on money economically. In that respect, the other E is for effectiveness. Is the outcome going to be effective? Are we going to achieve what we want in terms of the outcomes plan for that particular project on the money being spent on it on for May? The fourth e, I would say, would be acceptable if the project was to incentivize fee earning staff, then it's not equitable if that isn't also shared with support staff, because I can't do what I do for you today without support staff who was able to set up the system for me on my two screens and different documents on it and so on and so forth. So any incentive scheme has got to be acceptable, the not just for the principles off the business, so that for me is very much value for money. There are alternatives for looking at it. He's listed in the notes, of course, but you can look at it from the point of view of Is it value for money? If you do what you say or do, the project delivered what it says it will do, being trusted to give an honest answer about how it's going. But it's going well when it's not going so well on that people stay firm to the project loyalty through thick and thin to make sure it actually does do it against the hard times commitment to dedicated to achieving those outcomes value for money. It's open mindedness to disable up. There is a better way of doing things. It's be open to alternative ways, so that for me was very important when it looking my administration systems consistency, being the same high standards across all areas of work, on some morality and integrity as well to make sure that we're actually getting the results we want. So there are some important value for money statements or that in mind that's now turn to look at the other area than that is client value for money. What is value for money internally? But more importantly, what is money for money from the client point of view? Now, plenty of articles have been written on this. I'm sure you've read them. I've written myself in different law journals in management journals as well. From a client perspective on, I think, really, Certainly, from my point of view, employing a professional to deal with a lasting power of attorney for my parents, for example, dealing with a particular issue claim or something like that or conveyancing matter then value for money means for most clients, three things One is that the provider takes time and effort so he or she can actually understand me or what I'm trying to do. So spending time doing that will be value for money. Rather's everything. Oh, I know this one size fits all. You must want this this this without spending time to understand what the requirements are, then, to make sure that the problem actually get solved, not not a different problem, a problem that I didn't think I had or one I didn't actually quite come there for. My problem is being looked at from a number of points of view to spot things I didn't know about spot things that I would find a problem a little bit further down the lines. A good sound advice consequences off that advice to solve my problem, not create a few more problems, which leads straightforwardly into keeping me informed. So I haven't got to do all the running around to find out the answers that I do get regular updates and people tell me what's going on and that for me, looking at it from a kind perspective is the way that I approach being a provider in a commercial situation to another commercial organization. And indeed, if I was dealing with members of the public, then I would obviously use that myself as a way of thinking it through. But I'm very much in a business to business environment, so there's value for money. Well, let's look at the next stage, which is about managing those projects and particularly the data that's related to those projects
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turning then to look at the data management for budget monitoring. I think it's important to recognize just a handful of very important points before we get into the budget monitoring area. Five particular things I think is worth exploring again. There in the notes Page 42. You can look at those in more detail, but they to management suggests there should be a plan. The plan is to organize the data that your project, we're going to be involved with the organize it put it in the right place. When I put together a particular plan like this presentation here, I make sure that I got the sub folders and everything set up right before I start collecting information. Adding to it before I start, I make sure to that legal and ethical aspects like GDP are is dealt with in terms of other information that I'm sharing within the organization with clients and so forth on, for that matter who gets access to it. So all those things are sort of thought about. Where do I store it? Do I stored online dough? I store it on a hard drive doors store it on some other particular area. How are we handling that? We learning how to store and make sure that storage is secure and then sharing that data obviously, within the aspects off the the General Data Protection Regulation. With that in mind, when it comes to data management is all right for me to have that plan. But it started going to be involved with. It'll then are they all also equally aware off the issues when it comes to managing data, So handling that will be very important when you start to look at the money, merry go round within firms, four projects and budgets and so on. So with that in mind, let's move it forward to have a look, then at the next area, which has to do with budgeting. So what is a budget? While it's one of two things, it could be the implications off particular strategy plan. In other words, business development. So a budget could be looked at said Okay, well, this is what we're going to do. We're gonna run these webinars. We're gonna do that dignity. We're gonna run these seminars, whatever we're going to be doing on what's the return? We're going to expect on that for our convincing business. A jester. We run these breakfast seminars on, we get attendance. Then we need to be able to monitor the increase in convincing that we get for the department. So there are all those things. Thea. Other way of looking at a budget is that somebody has said Okay, we are going to have a training budget for the year. It's going to be X £1000 therefore, how is that training budget and spent by a child heads of department or supervisors like you? How are we going to control that expenditure? We're gonna run a particular event. We get a marketing budget. So we have a marketing budget for the initiatives involved in our conveyancing department or whatever. So budgeting in those sort of ways, you have a protracted plan. Leading forward gives financial consequences. So what's the income going to be on then, when we have expenditure? How we learn to control that expanded to make sure we get good value on delivering value for money in that expenditure. So well, there's budgets for you. Let's look a process for drawing up a budget. Now. Some of you may be involved in doing this. Sometimes you may be given a budget, but if you were drawing up a budget, then clearly we need to be very aware off various stages steps within that. So we have an action checklist within the document that you'll be able to follow to get more detail on this. If you get involved, it asked, being asked for a draw up a budget for something. So how do we do that? 12 steps. Very straightforward Just to run through those. These for those off you who have to do that, it's first of all, what are the objectives firm You're looking for? A budget for your department. You're in the department. Then what do you expect to be the revenue implications of your business? If you got that legal a contract, how much work do you expect to get from that? Where is it going to come from on so forth? So understanding, stretching and plans the first thing on. Then look at the policies and procedures that are involved. So how is those budget set up? Who is like to control them? How is that how they accounted for? What controls do you have on various elements off that. From there, you can say, Well, okay, what is going to be the limiting factors? This assumes that we can replace staff if somebody leaves. For example, if you've got legal a contract you're gonna do a piece of work on, there's so many people in the firm it what happens if somebody leaves or goes on return to leaves or something like that? Are there limiting factors to achieve that particular? How are you going to manage that? It may be that if you're running a budget than the key or limiting factors might be in the cost of delivery from different training providers, how you do that with data Laura, others that I understand. There are others around, of course, lost society, run events and so forth. So the what are the limiting factors on those accessibility and costs and so forth? If it's a revenue budget, you have to make some Some consider considerations about what money will come in to the business and also what money is going to go out to maybe start that marketing program or train the people's or so forth. So it's looking at the incomes and expenditures in that respect. So you run Webinars, so you run seminars, so you run various networking events. Then you have expenditures beginning out on Ben. You may expect revenue to be coming in from those activities. It's a very straightforward balance. Then what costs are fixed. So if we're going to run a Siri's off seminars and you'll have a fixed cost off providing the publicity's E U. Because you'll have the leaflets printed, you'll have the mailings. Downal Those are fixed costs because they're going to be what they are. You know that the postage is not going to go up. It is a fixed cost, and you're going to post out so many 600 invitations or something like that. That's a fixed cost. What's a variable cost with very poor cost is only people turn up. If you get 10 people, you got 10 breakfasts, 18 people. You got 18 breakfast. It's variable. So you're able to understand what all those things that will vary some of those costs. Then you say, Well, okay, how do we draw up the budget? A fairly straightforward question. You might ask, How do we draw up the budget? Well it could be top down. It may be, the boss says you've got X 1000 to spend and it's drawn up based on that basis, or it's a bottom up approach to the budget. What do you think we're going to get as a response from our seminar program? Is it going to be the proportions of staff that we expect? Are they going to attend one a month or two months for every other month by monthly or quarterly, as we suspect? So? Top down, bottom up, Putting those numbers together and I find them or the people involved in this process, the more ideas you get. Let's face it. A good idea doesn't mind who makes it. It's still a good idea. So even my support staff, my part time bookkeepers will make contributions do. Drawing up some of the financial plans for the business may not see big picture, but they may certainly see their element off it on. Their contribution makes life so much easier. We could then make sure that we get all the information together to set the budget, what information do you need and when it's a marketing budget or it's going to be a sales budget or something like that, then the amount of data you need is really quite complex and comprehensive. Yes, you'll have a history. You'll have trend data from the organization. You'll know them the monthly billings except etcetera, etcetera. You know what's happening in the high street? You know what the competitive pressure is? You know what their charges are. You know, whether you've got flexibility on your your pricing and so on and so on and so on. So that data is very important. Which is why, of course, data management in such an important part of this part Two programs, then we need to ask some fundamental and very important questions. Things like What if? Suppose it does happen? Suppose it doesn't happen. Suppose it's better than we suspect. Suppose we get more work than we can handle? How quickly can we find people with the right calibre to deliver the work? Those sorts of questions Very important. What he had those with determining the kale limiting factors in terms of staff. What have you Then you can put together your numbers, spreadsheets and so forth. Timelines put together those sort of expenditure. Fixed cost bear because to understanding those come there within the budget. But a lot of people, right? I've done that. Finished. That's my budget. I'm going to spend this in this way and this time. But what are those things that you will set as control parameters? Because I know having been given budgets for marketing, for example, business development, training, etcetera, etcetera. When I was an industry, I knew that at some stage during the year, the world will change. Life would change. We would either get more money to a particular budget or we might get less because somebody said, Hang on a minute. I know we budgeted to spend this much, but we can't quite afford that now, so we need to bring some back. So what can we say from some of those former budget says? Planning those control parameters becomes very important. Then finally, you can then present the budget to more senior management for approval. Okay, 12 steps their review if you need to have a look at the information in the workbook to add to that, because obviously drawing up a budget is an important element off it. Andi, therefore, we get some way forward. But 0.11 perhaps, is the one that we need to explore a little bit further. The budget control parameters. So what's that like? Well, budget control. It is very important to do the counting on an abacus or something more up to date, UH, is very, very important. So let's have a look at a few key questions. Who prepared the budgets? How were they put together? Well, there is your first point off control, the information, the data. You've got to make decisions of how you're going to spend your money. What sort of outcomes you like to get is going to be dependent on the people that prepared the budgets. And I know because I've done it. Then around the block a few times I prepared budgets because I thought I knew what I was doing presented them to my staff and some, he said, That's brilliant, but who's gonna deliver all the things you've got there? It was a marketing program, and I had loads and loads of different products to I have business development in the strips and change. The portfolio was in pharmaceuticals. 67 different product lines, whatever it was with loads alleged activities. In the southeast corner of my wonderful spreadsheet was the budget I was given, which is a seven figure sums. It happened. One of my star put hand up very good, Mac. But there's any seven of us in the department. So how we gonna deliver all that? Because all of those activities you've just gone through if we just had another new 100 hours on each of those there aren't enough for the 14,000 hours workers $2000 a year for each member staff to actually deliver all of those things. She was right, dammit. And whatever happened to her? No idea. But you need to prepare budgets and therefore your controls come in preparation. Okay, Well, not only that, but also communicating and agreeing budgets. I agreed my budget with my boss, but I didn't get my budget agreed with my staff because they were the ones gonna be delivering it. So I auto paid wiser. That's why I'm so keen that people like yourselves looking at budgeting for the first time, recognize that top down and bottom up are equally important invalid. And I wouldn't do one or the other. I do both having said that, we need to make sure that we actually a cruel for the costs that were actually recording the costs accurately on. Within that respect. We need to recognize that we have some costs are committed and summer promote proposed, and some are sock suck. I will explain these a bit more detail in a moment. Then, as the budget unfolds, we need to know what the actual is compared with the budgeted cost. So even putting a program together like this for data law, I will put together the estimated costs on then should things develop change, we see ways of improving it. I will demonstrate what has actually changed within that any variances and explain the reasons why it's costing more money for that particular stage. Or in fact, it's been done on. We don't need to involve the whole cost of that particular parts. It may be positive or negative variances being compared with budget as it unfolds. Then the last point is that we take appropriate action. So based on the announces off the variations in step four, women say, What is the purpose action? Do we make further savings? Do we look for more. No budget, too. Meet the escalating costs of the things that have changed the projects unfolding so equally important to track some of those things. Well, if that's the budget control, remember, I was talking about different sorts of costs. Then how are we going to deal with the sort of costs that arrive when we're looking at the standard definition? So what I want to do is to look at reminding you here off the strategy on objectives that we had for our, um, conveyancing citizens practice in Chester Ames was fairly straightforward. First choice convinces sister we wanted to get every estate agent five miles willing to make a referral. Not all the work, but some of the work therefore grow our book. So the way we're going to do that is to make personal visits, get to know the staff on invite them to engage in our property regulator updates which we're going to run as a free breakfast seminar at our chest. Officers aimed at the staff and therefore get permission to males the offices so they could distribute invitations so they could book various staff or various updates for free. Right? Well, with that in mind. I just wanted reminder of that so that we could turn to look at the budgeting from the point of view of managing committed on, um, actual costs. What we got here, a timeline from procurement To start the thing off, the project goes on and then we have a lag after the project is finished. Is an accounting lag? What are the costs? Well, the budget has been set. Said the costs are going to be, I don't know, £500 or something like that for our seminar program. We know what that is. Life is good. So we're happy to say, OK, uh, we have our budget. Then the Blue line illustrates our commitments where we start off by buying some leaflets from prominent figures down here, £160 for 500 printed leaflets to mail to the estate agents within the area, we discover that we've got a certain number of postage. So will commit ourselves to buying the postage. Will actually will do that by all at the outset, but we will actually commit ourselves. We then got a floor standing convincing role of Banner. One of those things that puts up there to promote our department of each of our breakfast events. They're gonna be a sort of now the £60. So added costs added cost. You don't record this. You don't have to just recognize that our commitments are there, that we end up with these blue line of commitments but the actual costs. We start by ordering the print. We order the stamps. We know what those are going to be. We're going to do this mailing over the coming year. We get the role banner sorted out on. Then we go to a cafe around the corner. The What's that? My local one is called Pumpernickel. The breakfast there. There's going to be a variable cost of. So that's the commitments. OK, but the actual costs of the Green Line, the actual costs start off fairly modest at the beginning, as we just buy some leaflets £160 we've then got sin postage costs. So we we buy them as we need them. We don't stack them. And by six months worth of postage, of course. So Havel those things. Then, as the project goes on, we find that our commitments of therefore, is more successful. Way suspected. So we order Mawr breakfasts. We are paying for those after the event, so the actual costs overrun. But the commitments, of course, were kept in track. So during projects we need to understand the difference between so committed and proposed. And those numbers are quite important. So let's take those definitions. First of all, what has already been spent is a sunk costs. So let's imagine that we have started our 12 seminar program on after two months. What has already been spent? Well, the invitations from prompted prints were all ready spent. The first batch off stamps have already been bought of the floor. Standing roller banner has already been bought. Last month's breakfasts has been paid for. They have been spent and nothing could be done to recover. So those sunk costs have got. We stopped the project we've already spent, but also we've ordered something, but we haven't paid for it yet. It's committed something. Order must be paid for. So it may be that you are ordering breakfasts for the next event two or three months in, you know there's going to be 18 people at the next event That's a couple of speakers, plus people invitees going to be there so you'll know you've got 18 times £4.50 expenses there for your breakfasts and so on. So forth. You've maybe orders and pens and you've not had those arrived yet, but you're committed to it. You've ordered for for them. But they haven't arrived yet. And then you have some things yet to be spent not yet ordered. In other words, proposed planned, but no commitment to purchase. So each month you should be able to demonstrate on your budget when the boss asked you what is sunk now, what has already been spent that will accumulate and grow, but also you should be able to identify. These are committed so they will be spent, or there may be a cancellation charge. Maybe have to know that these are proposed, which, when summed up, should equal the budget to be given for the exercise. Remember those variable costs able to keep those in track as you run forward, so being able to manage your budgets or some costs committed and proposed on a monthly basis means that you will be much, much more capable off managing budgets bring its responsible manner and you won't end up with that overrun so that when things have finally finished that there is still some hidden committed costs yet to be paid for that haven't been crude. If you're just looking at what has been paid for what has not been paid for, then you will miss out on the committed. So the important element within that communication, communication, communication, my goodness, may it could be a subject in itself could be a qualification to be a postgraduate qualification, all on communication in itself. So do you remember? As I said before that, although the syllabus has communication is D the fourth part of it, We are not going to focus on the whole gamut of communications. We're adding to what you have already explored in managing people in the first part. Part two here is to explore other parts off the communication mix, look at the skills of communication, yet particularly in terms of the technology as it impacts on business and the wider ramifications on society. Overall, the presentations you might do when you're going for that all important pitch, legal aid, tender, whatever it might be that your pitching for would be important communicating with groups. Do you remember again that this course is all about the, uh, K SB the knowledge So knowing what to do, but also the skills being able to do it. And if you have the skills, then you are looking at those behaviors and communication applies to all elements off the program. But I'm just picking out a few bits and pieces to do with communication for this particular section. So quick recap. Communication covers all the courses. You've already looked at summit. And of course, as I pointed out before that, if you wish to explore the subject a bit more detail than data Law is your go to place to look at the content on keynotes. On communications I've run and so forth. So communication. Well, what can we say? Well, I think if we look at communication skills and technology, it's a bit off a horror story, and this is an image there from the shining ah, classic horror movie Wanna go so technology? What does it mean for us in the context of business? So I think there's quite a lot to think about when we're exploring the future off communications in the workplace, and I've put this into some notes for you within the workbook pages 50 51 onwards. There are, of course, a few things to be aware off those sort of negative effects, if you will. I think what we're finding with a recent study with published. I'm not just saying this myself that a lot of people finding a lot of obsessive behaviors with their so called smart phones can't put down can't get away from it are actually becoming more isolated. Mawr arm or dating his online less and less dating is actually done face to face, so socialize isolation is a particular problem. And if you are managing some younger people, then what is their situation of what is their interaction with technology? It applies from a business point of view. We're all very much publishers of information on bond can feel a little bit isolated by just focusing on that tiny tablet, all that tiny screen. It's not me saying it, but there is a certain amount of D human dehumanization and the personalization off the communication with technology. From a supervisor's point of view, it's so much easier for you to email four people on. They then got it in their inbox, and they'll read it when their next at the PC or picking up their emails wherever they happen to be. And you can communicate with absolutely fine, brilliant. Not a problem with that. But do you think about both the media and the message? That hasn't changed since I was in short trousers. It's still about the media where that message appears as well as the message itself on, if there is something of importance than make sure that you are communicating the right way using the right technology using, um, you our elf number eight equals P 45 is no way to sack somebody. So, you know, just use it in the right sort of way on. We know, of course, that despite the firewalls, despite all the efforts online and so forth with one drive and other online ways backing things up, there's always going to be data breaches, privacy issues, accessibility problems. Do you really have one pin number for all your cards? Do you really have one log in detail for all the different APS that you're using? What is happening within the business and who has access to that data is part of the data management program we talked about a little bit earlier. Or managing budgets don't forget to that it is going to be distracting. Technology is distracting. The messages are distracting on. This is a particular concern for a lot of people to recognize that the blue screen problem people not getting to sleep at night, having phones within striking distance of bed and so on and so forth causes some of those problems within the workplace. And it is so easy to misinterpret what's going on because those short messages those texts there's using the role emotion, expression, little smiley faces. It's smiling in office. Got tears. Is the sideways is it slightly perplexed? Is it putting across those images are very powerful. I use them myself communicating with my family, meeting any of my friends on what's app or whatever the messaging system might be on. We have a great time with that keeping up today. Meeting on socializing is very important that we have those, but those messages can so quickly be misinterpreted by people who don't quite get it because it's only the edited highlights off the words and therefore, do people really have those inter personal skills? No, I always remember many, many years ago when we were looking at our own Children. Uh, remember my son being about 12 or 13 Andi is granted giving him £20 for Christmas. Didn't quite know what to spend it on that stage. Sorted. Save it. So he wanted to set up a building society account some while before he came down Saturday morning clatter of the letter box and the said is Mom and I were picking up the post off the floor. Hey, said anything for me and I said, Well, have you written to anybody? Whatever, Who and all this sort of teenage stuff? Great things. Then when he got the account on the nationwide, I think it waas put the His first statement came in little window envelope his name on. He came down that weekend, picked it up, carried it proudly to the stairs to take it up to open it in his room because clearly it was put. It said Private Confidential so clearly had to work in his own room. And as he walked upstairs, he said I've got mail. I exist. Let's think about the communications using technology. How much time you buried in your in box? How much time are you buried at the screen? How much time are you developing your people with interpersonal skills. Did you know if you're practising solicitor, how important they are in the client facing situation? Toe have those interpersonal skills you development home over time. You know, as a mawr experienced individual, supervising your people, the best way of getting from the people is to keep in touch with them. So recognized technology is very important that recognized to its limitations. That's not just me being an old fella. I have a diploma in digital marketing. I know quite a bit of about it. That was just a year or two ago. That came with credits. Because I understand technology. I understand the implications. And I also understand the effect it can have on people. So develop those interpersonal skills on Beware off the technology. Use the written word. Absolutely. But as you'll find, you can send internal copy to all send messages rather too quickly and forget what other trail is there behind that you send you respond to a message. Copy somebody else in. And then there's that audit trail, if you will, of other messages underneath those sorts of things you know only too well. Therefore, make sure that you are checking things carefully because you can send in haste and repent at your leisure. Okay, Old book had a go at technology. I haven't had a goat technology. I have opened up your awareness to issues around your cape enough to make sure that you're aware of these things and use it to its best advantage. So let's toil then to another part of communications. And that has to do with communicating with group simply. This is a shot off one of the audiences at the London Business School that I was lecturing at on strategy and development. No, absolutely. So let's have a look at some issues to do with presenting to groups on Recognize that this can be rather challenging for many people because you may have to present to a group off more on your own group off people in your department. So it may be the firm overall presenting budget information predicting project ideas now comes presenting in various ways It's not a presentation skills course, but think about the behaviors when you are presenting to groups. So again, knowledge, skills, behaviors I put together at whole Siris of different ideas to help you through this. On there is a checklist within the workbook to help you with this on git runs to doesn't also different areas things to think about subdues dotes so I can run through this fairly quickly. But just to bring your awareness to these, I think other people said, Okay, what's the point of presenting to the group? Why do they all need to have the same message in the same way? Is it that everybody should have the opportunity to hear the same message in exactly the same way? Is there a point for them giving up their feeling time, their work time, another time to come and listen to you? If you understand that you understand what they need to hear rather than, uh, just getting people there for the sake of it is a good first step. Think about the limits. How much time have you got? What happens if somebody who's at a presentation before you speaks for longer than expected So your presentation short shortened by half or something like that? What's the limits of the number of people? What's the effect going to be on the group as a whole? Have you got the right people? They're for the right reason Is there needs to have everybody there? Or could it just be departmental heads, for example? Because there's nothing more likely to turn off on audience and have the wrong audience in front of you on. Therefore, talking to 10 people were talking to 100 people. Well, is it 10 times more difficult, or is it just 10 times more different? I think it's more different, rather particularly difficult. I tend to talk to smaller groups 10 20 people in my public training courses, but I have spoken to conferences with audiences of 100. Plus, it is quite different to be able to do that. Does everyone know who you are and why you're there? And have you told them, as in introducing themselves to the to yourself is that they know why they are there as well. And if you are presenting, I try to keep my focus here on the camera, focusing on that green light besides the lens. So I'm looking you, and I'm not being as animated as I might be if I was in front of a group of people standing in a lectern, reading What's going old on the water? Q is not a really very exciting way of doing it. So what else could we add to this? Well, we can think about the degree to which you are rational and open minded, rational in a way in which you put information across an open minded to the reaction you're likely to get. Make sure that you stand up, speak up and then shut up. You know, if your brief, simple, well organized you've got the right things, they're respecting the audience. You've put things together for them and reflected on the fact that you've got all these people in front of you take up alot that time from the workplace. Remember, if you're going to be doing presentations to think about your non verbal communications, your sister Africa, you familiar with that? But if you know those sort of environments quite so frequently, then you may forget a lot about body language in your nonverbal communications. I've tried to keep a very straightforward focus without waving myself around too much. So what I'm doing here for camera isn't quite what I would be doing if it was a live audience, because I would be changing my views where I'm looking, cause if I look away to read my other screen, you would feel that uncomfortable if I spent a long time doing that. Because it looks like I'm reading brother talking to you. Make sure that you're well enough rehearsed to be able to keep control because nothing worse than sweating in front off groups on If you are wearing a shirt or blouse, please make sure it is white rather than blue, because when you then point with your arm and you've got that lovely little sweat patch, then that isn't quite so good. If you are gonna perspire, then put on a bus. Worry now, but if we were put on something over the top so that if you were perspiring with a darkish shirt, then you won't be able to show that quite so much on. Then. When you are presenting, make sure that it's some becomes up with something contentious. Don't argue in front of everyone else say Okay, I hear what you're saying. I think he made a valid point. I'd like to explore that in more detail on get back to the audience a little later on and avoid having a girl somebody in front of everyone else that dear yourself to the group under the end of the day. Even if you are passing on pre bad news, you can conclude on a positive note thanking the audience for their efforts on their time. So there we go, presented to groups not so difficult if one is sufficiently prepared and looks at that and takes time to get the experience in the presentation and also the feedback from others on how well you delivered your particular information to that group. Learn from that. It's a very powerful tool. Now you may be involved in presenting for tender work. This is not always going to be there for legal aid tenders, of course, but maybe in a documentation basis. But if you should be shortlisted and asked to present for tender, then I think there's a few things to think about, which is worth exploring. And again I put some extra notes together For those of you doing that, I know it's not everybody's remit, so I will make sure that I, uh, give the key notes here. And you can explore this in a little bit more detail if it's your intention to pitch for a tender. Well, one of the problems for people presenting a tender is they're actually not very well familiar with the bid. People who put the bid for the tender together are not necessarily the people who will present it, and therefore, some of the more senior people may present it but not be sufficiently familiar with detail that somebody else has put together a big no no. What's the next? No, no. Is not actually understanding the client well enough to know what to focus on all the tender presentation? Because it's not about you. It's about then they know you're good enough to do the work. That's why they've got you in front of them as a short list. What they want to know is whether you are the sort of people they want to work with. They know you can do the job, but are they the sort of people that they want to work with important part off that I have known off people pitching for tender who don't read off the same song sheet, and therefore they're arguing with each other. They're not sure what each other is doing and contradicting each other, and therefore some people end up. But having several people talking at once, making life even more difficult. If God asked a question, they respond by a pre prepared alter, not actually answer the question put to him. We're not talking politicians on the ITV or BBC. Here we are talking about responding to clients and listening and responding appropriately. Sometimes those people that put the tender together, the technical people may not be the best people to present for the presentation. They may be present to answer technical questions, but they may have a negative impact because they aren't necessarily sufficiently aware off the full business client connotation. So be aware of that. Beware off having questions asked of you that you defer to later and not Kallstrom improperly on. If you do the firm to later, you do actually answer properly to everybody in the room. That's appropriate. Make sure, too, that people are presenting appropriate for the situation on. In my view, if you're pitching force of work and it's much easier to be slightly better presented rather than slightly less well presented as need be for the group. And I've worked in public sector. I've worked in the so called third Sector charity sector, pitching for tenders and work for them on Been Very Successful working with charities in West Africa, for example, on indeed, knowing that I've been working with Magic Circle firms pitching for major infrastructure projects on Dive witnessed what's been going on. So getting the right sort of appearance, the right sort of place is so important, so there's a good empathy and match with the people you're working with. The other thing, too. I think when it comes to pictures that we can end up with the failure of technology when that fails, so important that you could demonstrate a human side of yourself and demonstrate your all the sort of people to work for unless you're actually pitching for an I T tender. If you have technology failure, is it through lack of preparation? If it just happens to be that an Internet connection goes down or the projected doesn't have the the ball goes or something like that. Are you prepared for those forces outside of your control on then Make sure that your preparation isn't all about documentation. It's actually about people the document demonstrates. You could do the business you presenting will demonstrate that you are the sort of people that they want to work with. And that is my quick take on your leadership approach for presenting well for tenders. Okay, not to dwell too much on that. It seems appropriate that we now move on talking about leadership. As you know, in part one, we had the set of her leadership studies model for leadership, about vision, sense of purpose, measures, culture, those sorts of things. What I am to do in this section here is to, uh, look at one care it wasn't covered in the first part on that is the issue to do with dealing with different groups of people on the great benefit, of course, having different groups of people to get, um, broken away from groupthink. You get people with different ideas, different approaches and so on. So what I made me to do here is to invite you to explore the equality Act 2010. Now assert, as I mentioned, a bit of legislation have to remind you, of course, that I'm not a, uh, lawyer hadn't studied the law. So I have absolutely no intention of teaching you anything about it. How rude of me to even suggest that I could. The other thing, too, is that when it comes to looking at diversity and the quality act that quite obviously, things move forward. Andi, I understand now, since the Equality Act that their arm or protected characteristics, what I'd like you to do on this is on page 61 of the notes is to just pause the recording on, write down all of those protected characteristics that differentiate them. And I could give you a clue. There are 13 off them now, Having said that, it's a moveable feast. So please don't take this is the absolute definitive line. Do remember As things move forward, U as a supervisor need also to move forward as well. So explore these things. What I don't want you to do is to reiterate the seven core parts off. The contact is not what I'm looking at. I'm looking at subsets off each of those areas that differentiate the protected characteristics. So, uh, quite simply on this is there on page 61 what is the areas where it's illegal to discriminate now? I put 14. It might be 14 now on screen, you'll see it says 30 because I know of 13 on. It might be 14 now, but 13 will do. And I'm gonna give you one point for everyone you get right. I'm giving me new no points for things that you think off there but are not within the protected characteristics, discrimination in the workplace on I'm gonna give you minus two for everyone that you didn't know. No pressure pulls the film, write down those protected characteristics on then. The other thing to have a look at is that there are different ways in which people in your firm may engage with their employer. On there are five work placed activities, which again you may not discriminate people who happen to be engaged in a particular way. So let me give you on example off the protected characteristics and you may spot that I'm elderly statesman Ha ha. Gentleman on. Therefore, please don't discriminate on the basis off my age, any more than I will discriminate that you are clearly far too young to be a practising solicitor Heart says I. So there's 11 point for that in terms of workplace activities. Then you may have some trainees or people who work part time or whether people work part time or full time. They should be treated pro rata to the time they spend at work. You know, it was not discriminating against people that are part time workers compared to full time workers so that they are generous to a fault. I've given you two points. What was the film and complete the lists on page 61 of the notes. Well, okay, let's see what you've got. So no discrimination on the basis off age when it's a protected characteristic, you may not discriminate on the basis of somebody's gender. Okay, I know that the legislation I'm told by people who know about these things is sex discrimination. But it's, ah matter, actually, off gender gender discrimination. We do discriminate against people that have sex in the office. It's just the way we do think that was a very small joke. not a very good one. So gender on, Really. We don't mind which gender you find attractive. So that's trail from they're all subsets off sex discrimination. Um, you may not scraped against people that have a particular religion. It may be different from yours or indeed, and I know the legislation is religion and belief. But belief is separate to religion because agnostics or atheists, atheists, reality, they have no religion. So it's not. Religion is their belief. On under the heading of belief comes lots of different things Now is veganism uh, a protected characteristic? Oh, that is a belief. But is it a protected characteristic? There are notes on this particular subject as I understand them at the time, off the recording and things may change. So I'll come back to that one, if I may. In a minute. There was a chap who's had very firm beliefs about global warming, felt his firm wasn't taking it seriously. He and his boss have gone to Ireland. Dublin, CIA kind for whatever it will a state of a night on the following morning got on the flight on the senior person had realized he'd lost, left his phone in the hotel when they landed at Heathrow. The phone, the hotel housekeeping and found it. They offered to send it recorded delivery the next morning to be affected at the office. And the guy said no to his junior member staff. Get yourself back on the flight. I need the phone now. I want it for this evening. I've got a networking event. I need the phone now, so please get on flight on this chap. His staff member said I'm not adding to my carbon footprint s, so I'm not gonna do it on the boss said Don't be daft. Planes flying anyway, they had an argument about it. The staff member was dismissed on. He won a case for unfair dismissal on the basis off his belief in global warming. So there we go. Contentious. I know I didn't make the legislation, but that's just one of the things that I heard. Next thing eyes race, no particular order. But it will include the caste system you can't discredit because somebody's on a lower caste. Andi, I don't know very much about the whole system, but under that heading of race is discrimination based on race. Now This is somewhere where it gets a little bit confusing because under race comes lots of different protected characteristics, which would include skin color on There are people, and I've worked. As I mentioned earlier in the recording. I've done some work in Namibia on there were people for the charity out there who discriminated against people who called themselves black actually mixed race because they were dark enough to be true African individuals. So is the basis of skin color on therefore mixed race. There's that curious presence there. I understand color prejudice at all. I do remember it doesn't include, um, hair color because if I was to say to a a male member of staff, you're having a blonde moment. Well, it seems an unusual thing to say, because it's actually more likely that people using that phrase and I wouldn't are actually referring to agenda. A blond woman on That, of course, is a gender bias and inappropriate with workplace. So I don't accept that that's an appropriate phrase to use to a man or a woman. There may be a number of blond head people that you know in the public world who seem to be able to make blonde moments. They're frightened center. But that said, it is actually not a particular characters hair color. Somebody said to May that Harry Potter was the work of complete fiction. When would a Ginger kid have two friends? Now I think that is actually rude on. You may find it amusing, but I'm sure the people that are off that hair color don't find it remotely amusing. So do beware the difference between being rude to people on discriminating on the basis off something within the legislation. Also in the race is nationality. Well, it's not actually under race, and it may be one race I Caucasian Andi, you may spot that I am probably Caucasian. So if I was discriminated against somebody because of their Welsh nous or Scottish nous or Polish nous, then that would be on the basis off nationality, even if they were all Caucasian. Um, under the heading off race comes ethnicity and national origin because somebody may have a British nationality, but their national origin would have been Chinese, for example, on the clearly there's a mix there, but ethnicity national origin is actually protected characteristic on. I think Johnny could jump to a pal of mine, was working for an American software company, Microsoft, and he was the head of European operations on he was at a meeting in Beni. Luck, somewhere on the head of the region, said that they didn't want any Brits on the board. Onda if they were favoring people from the Holland, Belgium and France and so forth, despite the fact that he could speak Italian fluently and French fluently on a little bit of German as well as it happened on DA. He got a recording and I said, I can't believe that you just said That's you know, when I record what you just said and recorded it, everybody knew is recording it. And he won a very strong case for unfair dismissal on the basis off his nationality, which is ironic cause he was actually half Italian. What else have we got? What have you got on your list? There are still a few more to think about. One of which, of course, is pregnancy. Maternity. So you can't discriminate against somebody that is pregnant or was pregnant on a much committed against people made somebody pregnant. So that's the is not the same paternity rights is there is maternity. So do be aware off what occurs if same sex couples, um, a doctor child Andi, consider the situation there, and that's something I'm not going to talk about. I don't know enough about it, but somebody need to explore. So pregnancy, maternity, child care and so forth. Another one on the list is you can't discriminate against people that are married or are not married or civil partnership on I did here. One of the delegates on one of my courses a while back said. That noted, come round from partners, saying that if you happen to be living in sin, an unmarried relationship, then please don't bring your partner. Do the Christmas firms do because they partners wives will be upset by this and that clearly waas a discriminatory communication. I mentioned other communication that percent by text, not clever tomb or what have you got? Are you shouting that there is, of course, disability as non conscious criminally and something that is disable physical mental? Either of those or an often it's a case. There's an overlap between those two, so there is an important basis for that on the 13th 1 is no particular order again is gender reassignment. So somebody is going through a bona fide agenda reassignment? You may not discriminate against that. Do be very careful here that I did hear a partner say, What's all this gender realignment about? And I said, No, I think you'll find its gender reassignment. I was working for Bt in Milton Keynes on a two day presentation, skills courses happened. And at the end of the first day, everything went well. That's second morning, somebody that turned up to one of the other engineering courses. Not one of mine was Brian on the first day, but Brenda on the second day and everybody at the center kicked off when Brenda, in his second persona, I wanted to use the Ladies Laboratories on. They the ladies kicked off, saying this was inappropriate. Andi went effectively on strike Onda that caused a bit of a powerful. So they had to written, you know, sort that one out very, very carefully. So there we are. There's 13 there, and that's 26 points for you. So one point, Ah, for everyone you got right. Minus two stories. One point for every when you get right, so they're 13 points on the table. Andi, there are potentially minus 26 without knowing any off. So take two points off for everyone. You didn't know how many did you score? Let's have a look at the workplace activities before going any further. Andi, understand what's going on there? And I mentioned, of course, working full time, part time. Okay, if somebody works the three day week, they get holiday allowance in proportion to that, they get holding pay in proportion to that and so forth. And do remember, I was told that if you have, somebody works part time Monday, Juicy Wednesday's say, and you always have a get together on a bun run or a pizza delivery or something on a Friday lunchtime on a regular basis or end of work on Friday, you are discriminating. It's people that don't work Fridays, even if you've invited them. Be careful of that one. Workplace activities Fixed term contract. You may, if you are a solicitor, have been working on a training ship for two years doing your professional skills course, and you would have been under two year contract with no assurance necessarily off full term employment after that fixed term off two years, and something in a fixed term contract should be treated the same way as in pro rata. As a full time employee, I do not know enough about contract law to know what to do about zero hours contracts. If you need to know, please research that trade union membership. Now. If somebody is a bona fide a member of a trade union, then you must allow them a certain amount of time. And it's written down to undertake trade union activities. If they are a recognized officer off that trade union, you can't oblige somebody to join a trade union. If you have one, you can't discriminate. Get somebody if they're a member of another one or not member of one. A tall, etcetera, etcetera. So this that one another one is political opinion or affiliation. That's in italics because there are precedents on this. I'm told somebody who was working for a council. His job was to deliver parcels driving around, and he got retrained to deal with Children in care and so forth, and drive buses for the dragon and care on his new boss. Waas from the Indian subcontinent somewhere. Andi, his boss, said, I'm not having you working for me because you're a signed up member off the British National Party. Okay on He won his case for unfair treatment because provided he was not actively pursuing his interests with his political opinion or his affiliation to a particular political party, then there should not be discriminated against. So there was that Clearly there are other parties that is probably not a wise thing to be a member oval or actually mentioned that So there is that one on the other one, which is your which are obliged to provide protection for somebody that is whistle blowing. Now there are cases and you will probably know this of particularly as I've trained people with data log on the P C. There are poor souls who have been obliged by their boss in a training contract to behave against the code of conduct on. They've done that for a number of years. When they got through, finished their training contract, they whistle blew, but they were still struck off because they hadn't used the, uh, the SA raise ethics. Andi whistleblowing routes to flagged this up and she said, Well, I didn't because I was fearful of not getting a training contract or not getting employed elsewhere if I didn't complete my then training contract. So whistleblowing is quite important. One. There's should be protections for people that whistle blow. But of course, that's a very difficult area. If somebody's doing the P C, there's 18 points for you, or indeed minus 30 six. So how did you do? Well, I don't know how you did, and I hope you did quite well. But the chances are my experience is that a lot of people do not necessarily know the subsets off these particular issues to do with discrimination. Why one point for getting it right, will you? Points equals prizes Well done. Wide minus two. Well, apparently, has any solicitor will tell you if you are not one. That ignorance of the law is a pretty poor defense, particularly if you're an employer and a supervisor. So please, please, please have a quiet conversation with your compliance officer and just check out what the current rules are. Because of course, these things do continue to move heads the italics in front of you Let's have a look then at the question about beliefs. Andi. We're talking about veganism. Is that a belief? Well, to qualify as a belief it needs to be capable, protection on must meet a number of criteria on again within the workbook. You'll have these written out for you to give a little bit more information on it. And indeed, on Employment Tribunal, which is listed there from the Gove UK site, is there on page 62. What are the criteria? Well, it must be genuinely held as a true belief on. It has to be a weighty and substantial aspect of human life for behavior on a certain level of currency seriousness, cohesion and importance on be worthy respect in a democratic society not incompatible with human dignity and not conflict with the fundamental rights of others. Lastly, must be a belief, not an opinion or viewpoint based on the present state of information available. ONDAS You'll see in the information within the workbook. If you are interested in pursuing this, it's clear I'm just reading from the notes because this is from the Employment Tribunal. Uh, excuse me when I just move away from screen of it. It's clear that claims believe in vegetarianism is his opinion viewpoint that in the world would be a better place if animals not killed for food that was vegetarianism. Okay, so the tribunal concludes, that does not seem to be a a belief, capable off protection. So be aware of those things. I look at it from a number of key points of view. Let's just distinguish between these four things to finish this section off. What's the difference? In fact, on opinion, a belief on pure prejudiced again, these are in the notes. Page 62. A fact is verifiable. Okay, so you could research it produce the evidence so it may involve number states testing etcetera. On example. Kim World water ended in 1945. That's pretty well understood. Very bio. Very viable. Fact on opinion, of course, is a judgment. Based on those facts, there was an honest attempt to draw a reasonable conclusion from the factual evidence. For example, I may have an opinion about where the Brexit is good or not, that's my opinion judgment based on the outcome off that particular thing. Belief, however, is a conviction based on the cultural personal faith, morality or values. It is my, uh uh finally the prejudices 1/2 baked opinion based on insufficient or unexamined evidence. Women are bad drivers. It's his prejudiced on. That is not true. Why is insurance for women only drivers of vehicle going to be less than a nail off the same age in the same postcode area, driving the same vehicle for the same distances each year? Why is it more? Go figure So fax. And so when it comes to things like vegetarian isn't already veganism, I think it's perfectly fine if somebody chooses to eat what they choose to eat. I have a problem with that. From my point of view on, I've got friends who are both vegetarian and vegan. I do happen to know, as a fact, because my first degree I studied waas, physical physiology, biochemistry, particularly animal physiology. In the later years on, I can tell you that the human gut is on level, which means that it eat both meat. Andi vegetable matter. I can tell you that we are not herbivores, Onda. We don't have the teeth of a herbivore. For one thing on, there are animals that have her before diet. And they do very well. Thank you very much. So that is a fact. My opinion is going to be based on those facts that I my opinion is if people want to be convicted and are provided, they think carefully about what they're reaching on, how they're eating and indeed being as well then absolutely fine. And they get the right micro nutrients and vitamins. Absolutely fine that I know. But eating too much meat is not healthy for an Omnivore, not carnivores. We are Omnivores. We need a balanced diet on my balanced diet. Does not invoked any prejudiced on the basis off half bake opinion on insufficient or unexamined evidence. So there you go. There's my take on facts opinion, beliefs, prejudice. I hope you found that section useful. Do check the difference between veganism and vegetarianism. Have a look at that employment. Dr. Funeral on Duh. Take it forward from there.
01:04:27
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Of course, with stage one part one of this program, you will have had much of information about managing people briefing, assessing work and so forth motivation programs, situation leading modern lots and lots of things there. One thing that was missing from the syllabus within Part one, which is covering now under the heading of Managing People, has a lot to do with the sort of the recruitment, retaining, releasing people, he says. Shameless, he mentioned Title my book again on the one thing that I think is quite interesting is that this whole area to deal particularly for more modest organizations that are very dependent on the people they've got on that is to deal with the issue off absence and sickness as we saw with discrimination. Workplace It's a moveable feast. Things change. Legislation moves forward. Andi, This is a 12 point checklist that is quite useful to think through a tow what you're actually going to do if somebody should be offset for a particular period of time, or particularly frequently and so on and so forth. You know, running on organization of less than 10 people. How difficult it could be when one of your team is away for a while inevitably means in the very short term that everyone else sort of, Um, yeah gets involved and tries to cover some of their things. But eventually there's something's being done that only he or she can do. And therefore it does have quite an impact. As a supervisor within an organization, I wondered, the degree to which you are able to influence these things depends on your position within the firm, a store where you go. So this is perhaps more of a firm, wide approach, which you can use as a supervisor to discuss with more senior management to get a definitive guide to how we're going to manage it in your firm. So these notes are there within the workbook, taking through eso. I'm going to try and add a little bit mawr than just the basic stuff that's in there. Hey, says from Page 64 going on with right? Well, that's first of all. I think about it from the point of view off the culture within the organization. Andi, I think there's a balance to be struck here between people throwing a sicky at a win. Ondo, which is not very helpful for the organization or, indeed, the employee. As an individual, there is obviously something wrong. So what's going on there? People are continually just taking any excuse to have a day off. There's something going on, I'm sure, within that particular framework. And secondly, the other side of that, the other swing of the pendulum, if you will, is the equally bad. And that is present T ism. In other words, people dragged themselves in with all sorts of curious infections they picked up from goodness knows where and share them with everybody else in the office. Now that's not very helpful. So it's not helpful to the individual on Did also suggests there is something under laying underneath this that people are dedicated to, to do the work, whatever compromise to themselves. And I said, Do you think that the like work life balance is very, very important for individuals, very important for the organization. So your top down culture does start with the more senior manager if you are not a more senior manager. Could be, of course, is to say, well, what we do around here and I've been in clear to point out to staff is they put a genuine need to take a day off. Then, for goodness sake, do so on. Do not to let the team down by doing that. What I found as a consequence of my top down cultures people, I really think I'm suffering here. Can I take this? You know this disc home or this memory stick home and work from home tomorrow on our first? Well, you know, in terms of security and stuff like that, we've got on the cloud based computing and online and so forth on we're not dealing with great sums of money from clients as you might be if your practice into this or indeed with greatest level of got the confidentiality for clients point of view, we do have nondisclosure agreements. So by and large, that culture of saying well, OK, let's just do what we can to get the work done on day. That helps quite a bit in the way in which individuals approach their approach to work on their approach to work, life balance. So that cultural thing, which is what we looked at a leadership your remember in part one will be quite important to review on. Take this as an opportunity to say. Well, okay, What are we doing here? How are we going to do it? So it is a top down start, the whole process. It also means that you need to revisit and check your office manual. Is it up to date? Has it got the clears procedures and policies that match with current legislation? The way things are done. And I know I set my business up 27 years ago. I evolved a because I was working literally on my own one end of my dining room until I started employees, people, and so on and so forth and had a on office away from home. So I needed to develop these policies and procedures. Andi, I wish in retrospect, I had had the opportunity with good advice from somebody who's much more involved in HR the policies and procedures than I currently am. A. The specialist on therefore had started with the right frame in mind, particularly in terms of all sorts of things, not just in terms of absence and sickness, but in terms of use of telephones, the use of the Internet, etcetera, etcetera. So use again this opportunity to have a look at that second part to make sure your policies and procedures are sufficiently clear. Andi, that if they have changed, people have acknowledged those changes. Andi Yes, I have read it. Yes, I've understood it. And you've got those sort of things there because again, in my experience, is much easier to do with things before the problem. Then, after the problem occurs, Okay, what's next? Well, just make sure that what you're doing, looking at the way in which people turn up when they turn up. What sort of situations? Aaron, What absences ever occurring. Ondas we discussed under motivation is one of the indicators. If you're spotting that people are curiously throwing a sicky on a Friday before bank holiday Monday, then there is something underlying this that's going on so need to be aware of what's happening on how it's happening on that. As a supervisor, you should have a good enough understanding relationship with your staff just to know exactly what's what's going on on day. Feel open enough to communicate what's going on now. Then, if you have a very large group of people, then of course, that may be more difficult to have that close contact at this point of un reminded, and I was gonna mention it at some stage. So here seems to be good enough opportunity to do so. Uh, quite a few years back, I was in industry. Andi, my then secretary waas Very capable individual, very pleasant person. She was my secretary when I arrived new to firm got to her in a situation and so on and so forth on DA I was very Perry pathetic for my job was concerned, which meant that I was out of the office for quite a lot of the time. I shared my secretary with another manager on Duh Hey was also hey was in sales that he was out more than I was, in fact, but we're both out about a lot. But I did notice, although didn't say anything that turn her usual very smart appearance was beginning to, you know, shall I say, Let's stand it steps Nothing. I wonder what's going on with Juliet. The moment. Mention the name. Never mind. Let's call it Julie. Andre, I thought, Well, you know, this is a god. I didn't do anything about it mentioned it because I would then had a meeting at I went, picked up files and drove off across London, etcetera. What I got back it appears that my colleague had taken over one side. Andi said to it, Look, it stands the dropping talk yourself out there, you know? You looking a bit of a mess. She burst into tears and left the building on. I found out about this and somebody has told me so the next time that Julie was in, which was separately. Later. Bit of absence. Sick leave. I asked if you'd like to pop down three offices in the where I Waas had a high street in a coffee shop down the road, and I asked her if she'd like Teoh just come off site to have a coffee should find. It wasn't unusual thing for me to say, she said. Okay, mid morning, weren't often had a coffee. It was quiet. On day. I had a chat with her and said, Come, Julia, understand that something's going on because you're arriving later in the morning. You're taking longer lunch breaks and you've had a few sick days. So you are you want well, is there anything I can do to make life easier for? And she was very careful at that point, but because I was off site, she actually said, Well, actually, I don't want anybody back in the office to know. But my dad had a stroke a few weeks back. He's out of hospital. We haven't got him into full time nursing care. He obviously needs that. He's staying widowed. He's staying with us the moment on. Did I drop him off in the day centre? So I've got to get him out and cleaning. And so force meant going into too much detail here. And then by the time I've got the Children and off to school and packed lunches and so forth and then get picked him up and need to be there to pick it, pick the Children up and then pick him up and having all that to deal with. And I'm afraid my husband isn't very sympathetic at the moment, and I'm just having this terrible childhood problem, so because this was Atlantic Dokle and we knew what was going on, I said, Look, I understand where you're coming from. Can't be easy for you. As it happens, another have been very unwell herself from, uh uh, months previously on I said, Look, as you know, we do have a flexi time policy, so I want you to take full advantage of that. I know you're very good on your timing's on. Duh. Take the time that you need. Let me know what I could do on Duh. Uh, what I could do is, if need be I can put you into a different frame. Working part time. We have Theo Pertuan to bring in tempt a good temp agency to bring in. I'll have a quiet word with the other manager Onda are Shal Tell him to leave you alone. And if he treats you the way that this I shall floor him just, uh, words around that sort of sort of phrase. And she was very, very appreciative. Andi was able to flex it a little bit when my staff were actually saying to me because they actually used another person more junior member star for their various bits of admin. They said, Well, you know what's happening with Julia said absolutely nothing. She's just getting a few things sorted out. So If you have a problem, let me know. Rather address directly with her on Everybody said, Well, that seems absolutely fine. So I was able to give her that little bit of flex because this is a parent within A with 12 areas. You must understand that if there is unusual pattern off, sick leave or absences or late nous to just make sure in the right way the best possible way that you don't come down hard with procedures and policies when somebody has a genuine problem. Andi, as people on will be engaging with work. They do have situations, and it's not just people with Children. It could be people with elderly relatives. I've been in that situation so that we're getting and understanding a little bit of flexibility because you're asking people to do a little bit extra from time to time. So it's got to be a bit of give and take, and the sensitivity is your emotional intelligence. That's part off the program. So emotion. Intelligence is very important here, too, not only regulate your own emotions, not get angry with people, but take it calm and understanding, but also to be able to understand and be empath I and pathetic or sympathetic understand the differences of those two words to Mont to manage people in a better way. So with that as a little caveat, what's next? Well, it may be appropriate. Continue organization to say. Well, okay, what do we want for on absence Target? What sort of it would be the ideal? And you may say, Well, OK, there are 52 weeks in the year and people have holiday sick, sick leave training I need so maybe that nothing more than so many days a year. Sickness is a sort of acceptable level. In other words, you're saying, Well, OK, if people take, I don't know, put a number on it six days a year or six it leave, then that's would be perfectly reasonable because we'll have the winter flues will all have the summer. Tell me we all have genuine situations when you're unable to go toe work and that's okay. That's sort of underlying level. You set your own level. Someone said it. Hire someone said it lower. I've been self employed as a director and partner for a number of years on, and that seems to cure a lot of sickness. That doesn't mean, of course, that I will look a being able to flex the way that I worked to make sure that I'm managing by objectives and b o managed by objectives that's get the work done on. Duh. Make sure that people have some flexibility around that, but that will be on approach to take. Make sure that you are noting, if somebody is away on a particular day that your policy says If you are off sick on a day, then you need if you're able to to phone. So example something that flu or something like that summer Tell me whatever it might be that they do have the courtesy within set such a period of time, like an hour or two hours from the start in the usual working day that the supervisor is aware that this person is now not going to be in for that day on. If that's the case, then record the absence promptly. So your procedure, Maybe if you're actually going to be off sick for the day and you are able to do so it's very difficult for people are sick. They've been knocked down in the traffic. Therefore, in a coma in hospital. Did that ever happens? But you don't complain that they didn't foam enough. Come, let's not be stupid about this. But the record is made when people declare that they're actually offset, not to the end of end of the week. Is that right off my five people who results this week, no accuracy is important because then you can deal with that information. Now let's talk about those people who have a genuine problems in our off sick for longer periods of time. Andi. Yes, I know that self certification. I'm not going to go through that because it will change. So we will have self certification now that you don't need to get a sick note from the GP for certain periods of time, I believe it is five or maybe B seven days. Don't quote me on that. Check it out, please, because it is a moveable feast. But those who are off sick for extended periods and I've had people have been off sick for extended periods who then get what's called a fit note. And that is a note from the GP or other medical professional that says this person is able to come back to work, but because of their infirmity, then this is what they're able to do or what they're not able to do. Um, like most tall people that's not preserved, told people. But like a lot of tall people, I've had back problems. I have gone back to work, and it's been made clear that I'm absolutely fine work. But I couldn't say, Don't expect me to carry exhibition panels around or you know, that sort of thing or flip charts or what have you? Just not because I pulled my back thinking in the garden or something simple like that. So having a fit note, I have had extending the in the past for problems with my back. Perfectly fine now. But at the time I was off for a long period of time, came back to work with a fit note, and there was a note said, absolutely fine that could go back to work. But it cannot do any heavy lifting. So people making ah, a combination for that and it will apply to lots of other sorts of things you know about people walking upstairs and that sort of thing. It would be covered. So particularly people are having, I don't know, hip operations, hip replacements. Then they can come back to work but not expecting to maybe drive or expecting to climb up stairs or ladders or steps to get things off high shelves or whatever it might be until they're able to cope with usual duty. So make very clear that this is part of your policies and procedures, and you pay a lot of attention to that because that will pay dividends. It will help a lot of people's recovery to say, Look, being at home on my own when I'm off sick when I'm just able to do stuff. But I'm not well enough physically to walkabout or climb steps. Getting back into some work, even part time is part off that reestablishment of normal behaviors, and people appreciate the opportunity to do that. What else we need to think about, well, moving on the other group. Then, when people do come back to work, particularly the fit note, I think it's good practice to have an informal chat about what their situation is. Andi people, maybe it off off, sick for a particular period of time when they come back to work, it's an opportunity to talk about not any what it says on the black and white on the fit. Note that what they feel is appropriate, how they'd like to approach being work. I don't know. People have come back to work and said, Look, it's just so much easier for reckon do short days, maybe between 10 and four. So I don't have the battle with traffic and all that just coming a bit later cause it takes me a bit longer to get ready in the morning. I do get tired towards the end of the day's If I can come back part time, then that will be a very good way off, demonstrating to your people that you care about those people. Uh, I think to within the organizational context, that is a lot easier to deal with the health and well being off your staff rather than try and cure problems when people are stressed on off work. So within the data law portfolio, we did do life work balance programs and I've recorded one of these. So although it's not part of the bundle for level three or five, for that matter, it is a very useful thing to say. OK, what can we do again with under the legislation to deal with the proper use of legislation? What we can do is employers with work life balance on what we as individuals could do on our own part for work, life, balance on ensure that people are being looked at in that way. And that's a very good I think, particularly for small organisations. And I know having worked with data law on legal aid work that that can be by its very nature, very stressful, unsociable hours and so on and so forth and therefore taking a again from the top down approach to say OK, what are we doing to make sure that people are getting the help and support to do the work, that they're doing something to think about their on? I mentioned at the beginning. So not to say very much about it, the sitting there with, um pictures, powders or whatever it might be some day nurse and streaming colds and sniffing with issues all all over the place. It really is better that people go home, recover properly for a day or two. Yes, by all means. If the system allows it cloud computing and so forth, they can work with a laptop from home or do something like that that helps them through that recovery rather than just being in the office and a nuisance to everybody else. Present isn't working late. Not a good thing. OK, uh, stress in the workplace Work life balance I mentioned that program with data law you can do everything is very mature off organizations to do stress assessments from time to time to have workshops on dealing with stress doesn't matter what particular age you might be. What, however particularly robust you might be then being aware of stress and stress related illnesses is very important on People do go through different life experiences, different ages. So it's not preserve of young, and I would hesitate ever to suggest there was a so called inverted commas. Snowflake generation. It's not a generation thing at all. It's not just because people are elderly or young or single or whatever, but the stress issues to make sure that we are dealing with those in a proper fashion on as an employer there is an obligation to be able to make sure that you've got appropriate policies and procedures to do with that. I think it's important from the organization's point of view, that managers are able to give support to know on. We looked at this on part one when we were talking about the situation. Leadership model situations. When you're using clear instructions and situations when you're using training and situations when you're coaching situations when you're mentoring, that's an important part of the syllabus. It's important part of any supervisor's job that you're able to give the right sort of support to the right person for the job they're doing to ensure that you are providing that support to individuals again. Something perhaps make a note off. What are we doing in order to make sure these things happen in our work group? Onda uh, you can, of course, take insurance against absence and sickness. So if it's something you haven't looked at in terms of your employer insurance liability, have a chat with your broker and see whether or not there is income protection insurance. If you feel this would be appropriate because in terms of risk assessment in the wider scheme of work. Do you remember that if you are a modest organization, there are lots of risks to business continuity. Their absence can compromise business continuity. The S R A is a risk, but first regulator. So what systems procedures do you have in place to ensure that you can continue to deliver to your clients? Ah, proper standard of service. I'm not talking just here. Of course, about the practicing solicitors who are supervisors. It's supervisors off support staff Onda, others administration staff within the firm to make sure that if there is a flu epidemic over again winter and suddenly you lose half your staff. What you doing about those things? So having those things in place before it happens is a lot easier to think through. You know who which consultants you could bring in at short notice or part time people that all you've got organizations that you can, um, put your telephone systems out to on external provider those sorts of things so that, you know, you continue to live a proper stand of service even if there is a problem. And I'm talking here just about flu epidemic, for example, but also under mitigating costs and be able to provide services deals with risk, particularly if there is, for example, flooding on. Do your officers get flooded, for example? So it's disaster recovery. It's part and parcel of that You may have it with. If you have I t problems, you have a disaster recovery plan. You have a disaster recovery plan. It is a weather problem and have a disaster recovery plan If there is also at sickness, Uh, that's affecting the business overall. So I hope I've added a bit, too, that in this particular section on giving you a lot of things to think about, so was always with this pause. Whenever you feel it's appropriate for you, makes the notes put these things into practice because this is all about knowledge, skills on, then behaviors that's actually being assessed on this Level three program. Of course, as a supervisor, you'll know the importance of building good relationships with other people the 3 60 degree, if you will with your staff, of course, with your managers, of course, with your colleagues, your suppliers, your clients, if you're directly client facing, or indeed, if you're helping and supporting people that are client facing. So what I'm trying to do here, in part, to if this program is to add MAWR information across three particular areas, we're going to deal with persuasion and the sorts of approaches that you can use to persuade individuals. We're going to look at influence what it is. The influences people on these two are closely linked, of course, on then managing client expectations. So what am I doing here? I'm drawing on work off others, particularly in terms of the managing relationship with people on. I'm calling on, particularly the work off Robert Cal Dini. He is Professor uh University in California, and he spent a lot of time looking at the science or persuasion. Now, if you wanted to, and it's not specific to the legal sector, there is a good YouTube clip run through a few few minutes, maybe 10 15 minutes. Factors that influence is to say yes is based on his work, and it's very generally talks about restaurants and talks about all sorts of things going on. What I've done here for you is to condense it down into handy table and you'll find that table Page 68 which will take you through some of those principles. And I've added one or two from other areas as well. So I try to make it a little bit more specific. So if you are interested, I want to explore that little bit further. Then clearly, this is something that you could have a look at on YouTube, if you want to. At some other occasions. So what we've done is to take a whole variety of different ways off looking at influence on the science of persuasion and the different things that persuade people in different ways. I'm sure that most people listening to this would say, Oh, well, advertising No, that doesn't influence May. Because if you're like me, you listen to the radio, commercial radio stations, or, indeed, commercial TV programs. And you think that's just doesn't apply to me? How many sofas? Um, I'm gonna buy in any given year, you know, it's that sort of thing. So what I'm trying to do is to look at the day to day interactions between people on explore what works, where on how you can use these things to best advantage. So the tables that I've created for you on page 68 of the workbook. Head up with various techniques on You'll get, uh, that summarised in the table, the pen portrayal reminder of what I'm talking about, why it's effective and the drawbacks of some of these approaches in persuasion. The gap that I'm going to fill for you is on examples when to use it so you can after that, as you go through. No particular order is just the way that I've written them, but let's explore some of these now. Do you recognize Martin Luther King aunt? He waas able to persuade people what was the technique he was using? Well, he was using his vision and enthusiasm. He came up to the steps there and he said, I have a dream. The famous I have a dream speech. If you haven't seen it again, it's a you to clip, quite interesting, to have a look at that. He had a dream. What was interesting. He had a lot of persuasion there with his vision. And if users, when people bought into his dream remember, he didn't come up to the stand and say, I have a plan. It's a vision, enthusiasm What's it all about? Well, when would you use it? When we talked to leadership about the being the Pathfinder. You have a vision, sense of purpose, a way forward and certainly working with legal aid firms. It is very, very strong, this sense of purpose and the meaningful work that you're doing to give access to justice to the most disadvantaged in society. So that's a very good way off. Getting people on board, your vision, your strategy. We've talked about the implementation off that linking back to a the section off the syllabus. You're using your vision, enthusiasm for doing good work. Onda. My organization has enthusiasm for learning development, but our own learning development as well as delivering learning development to folk like you and data law, share that same sort of passion. So the drawbacks, of course, is that it can be overplayed because of other people. Do not share your own vision and enthusiasm. Then, of course, it isn't going to work. So your enthusiasm for maximizing profits to reduce your pension that sorry, reduce your mortgage and increase your pension, which is what I'm trying to do. Then don't be surprised if people aren't sharing in that. So examples of wind that could be used. Okay, so what's this set of pictures all about? Well, it's a bit of a giveaway. Ask the experts. You can see that in the left hand picture. Well, expert authority and power on this is where people use power levers to exert their influence. So as a more senior person to your more junior staff, then clearly this is something that would be fairly straightforward for you to use. Of course, the drawbacks are that getting compliance may be a little bit difficult. The more you push, then people may respond. When you push, they push back, of course. But look also they may resist be or not like being pushed on. When you stop pushing, they go back to what they were doing before. So when will you need to use it? Well, probably inexperience of you are the fire officer on there is heaven forbid fire in your office is then you will be using your expertise, authority and power to get people out the buildings because people are far more valuable that any other possession they may have, so do not go back into burning buildings to get hold of that wonderful coat you had or whatever it might be. So that's you know when you might use it when you want a short term solution. But it tends not to be something to use in the long term, and it may damage relationships by doing that. So what's going on here? This is another example off the, uh, the that The power play that comes with authority is evidence on a logic. It's addition to that, which is quite interesting. So we've got evidence that think of print. There's the evidence there, and there's the logic of the arithmetic cartu on the right hand side. So you will use evidence and logic if you were a solicitor to defend your client's position or to deal with particular issues from the ground prosecutions. Of course, we use that quite a bit. So therefore your data handling that we've talked about on this program, you're using that evidence and logic, and I've talked a little bit about turning the Smileys little tick boxes. How satisfied are you? Sad face, happy face and different place somewhere in between the evidence and logically flawed. If the data is misused as we saw there. That's scoring somebody on scale 1 to 5, and you allocate 20% to the bottom end of the scale. Then that is not remotely logical. New will skew the answer. Okay, so that adds to a little bit off the expertise and authority you have access to the information that demonstrates a particular factual approach to assertion. Now what's going on here? Well, these two people, obviously cycling on duh, we always around the village here have a bit of a laugh. It must be Sunday because it's blue, like from the Sunday in its red Lycra on a Saturday for all the cyclists. But essentially, what's going on here? And the clues on the top, the left hand side? It's about reciprocation. In other words, a favor bank on What's all that about? Well, it's doing some doing somebody else a favor, and they, in turn, will give one back to you. So here we've got a cyclist in Read, who seems to be helping cyclist in blue to sort out the puncture in his pine. And you'd expect, therefore, that the end of the cycle the person in Red would expect the person in blue blue to buy the first coffee or cappuccino at the meeting point or drink whatever they're going to do at the end of their cycle. What's interesting, of course, when it comes to reciprocation, is the degree to which each party feels it's appropriate to offer a, uh um, favor back. You see, the person in Red will expect the person in blue to give the favor back a lot quicker than the person in Blue feels the need to reciprocate because at the end of the cycle, having been held up, he may say, Don't worry, person in red. I'll catch you next time. I've got to get back lunch kids, Children, whatever. On suddenly next cycle next time round, Suddenly that favor returned is lost. So when would you use it? Well, I think this is something that you use when there's a sort of equivalence that if you are doing somebody a favor, you expected to come back and you set the terms for that being very, very clear. It does have the drawback of the timeliness of that. So if you are giving favors, just make sure people are aware of how they return those. So when you've got sort of equivalence between you and a colleague, both the same level, then reciprocation works well. Reciprocation in terms off manager to staff member. Yes, to some degree provided, you know, bending the rules for one favorite favorite. Giving some favoritism to somebody else compared with another. I think it's very important if you have got a team of 234 people that you are equivalent in terms of your behaviors towards them. You stick to the rules on If you make an exception, for one, must be something that you'd make an exception for for others, so reciprocation, quite a useful tool. What's all this about? Well, commitment and consistency. What you can see here on both occasions that the two individuals are writing down something in front of others, because when it's written down, they become much more likely having written something down to actually do what they say they have written down. They will do because if I have expended some values, some effort, I must value what I'm doing on because I was free to choose, then I would feel committed to it. So examples of when you might use it if you're fixing up a follow up appointment with a client. Andi, maybe as you do what? I don't know. The dentist, for example, an appointment card. Do not complete the appointment card for somebody and give it to them. Give them, give them a blank card and get them to write down the time and place and date or whatever it is off the appointment. They are then more committed. There is that cognisant thinking reaction between writing with a pen. Andi, the memory system in the limbic system of the brain that is a a fact off. Neuro pathways on that link is not there when you type. So get somebody. Write something in a pen to actually get that commitment and consistency on because it's public. What's happening here with the chap in Blue? If the person with the pen is writing on the clipboard, sort of putting their name to a campaign or something like that, it is more likely now that the person in blue having assuming there's a relationship between him and the girl, writing that he, too, will want to sign the petition for whatever it is they're campaigning for. So you do have that sort of influence between different people. Now, what's going on here? Well, uh, may see the picture there to be a music event. Rave of some description, My goodness. Meters, that shows my age. Referring to it is a rave festival of some sort. A group of people, similar sorts of ages altogether. Well, this is fitting in with everyone else. This social proof people who are a bit like me were clearly I haven't got somebody my age. They're So who might Earth am I talking about in that situation there? What we're doing is trying to look at whether or not we're going to fit in with everybody else, so you'll find it quite an influential tool to use. When you are talking with your staff, you may say to somebody Will, could you sort this out on behalf off everybody here not just do it because you're the supervisor telling them to do it, but something maybe, And I take an example of the stationary cupboard, got it around here, got in a bit of a mess. We didn't realize we ran out of something, and we had over or did something else and member stuff. I know it's not a fun job to do, but I would really appreciate if you could take some time to sort that covered out on our behalf not my behalf, but on our behalf so that we all can and get on with our work much better. When she had done that, I was able to say the rest of stuff. Look, thanks very much to Helen. She's done your job on your behalf to tidy up the station, covered. So please, on a person to and thank you for doing the work. Helen on Do not mess that covered up hurt so that we don't run out of stuff that we need. We don't over all the stuff we don't need on that reinforced. Remember the pyramid for Laszlo back in course, one that reinforced that sense of belonging on the collective ownership that we as a group do not steal other people's staplers. We do not know if we borrow something, keep it, we return it. That's the way we do. Think of people like us, do things like us. That's a very powerful influence within the workplace. And of course, if you're dealing with clients, then it's similar sourcing. Well, a lot of people do recognize that this is a much better way forward. And I'm sure you two will agree that this will benefit you as well. You're using that pejorative. It starts that the majority of people will do that. So you don't want to be too different. You want to do the same thing? Very influential. And so as I didn't have one with an older person here is somebody clearly younger than me. But still in all the person something. Well, people like that chap wears a suit. Absolutely fine, so that must be okay. Uh, okay, what's going on here? And Well, there's people sitting close together. They can I contact there, hand shaking on so forth. So what's going on here? Well, it's doing things with people that you like. Liking report is very influential. Onda, I I wouldn't necessarily say that with my accountant. I would have dinner parties to go on holiday together, but we do actually get on and understand what it's like to run small businesses and so on so forth and conformance with legislation, etcetera, etcetera. So this eye contact this smiling it's important there to have that report. And even though you're listening online, I still hope that I could build a bit of report with you Bye. Focusing by looking at you green spot beside the camera to tell me it's also I'm doing that looking at the camera, looking at you, smiling from time to time on I'm hope therefore, that you get where I am coming from in some of this, and I'm making the subject a little bit more interesting. So getting on with people finding what we have in common is really quite powerful. When I mentioned that it is one things I've run is that both you and I Although I've never met you, you know, I've got 20 life experiences in common now, unless you think, could you be anything like that? You're looking at me is much older than you, um, sitting here in the middle of England. How on earth can I have much in common with you? Because you're quite a different person? Well, there's a number of things that we have in common in terms of the fact that we went to primary school, secondary school, tertiary education, careers, jobs, on grew up in, Uh, hopefully you had a good childhood growing up in a family environment and have families and relatives and go on holiday and we commute when we travel and we eat and we enjoy teas or coffees. Or we don't enjoy teas or coffees or refreshments and so on and so forth and eating out in different restaurants and going on whole day as well as travel for business, etcetera. So liking report is a very powerful thing because we just recognize when do we want to use it Well, to make sure that we are dealing with the issues that we face, we we have a commonality of purpose. We have a commonality of being professional. We have a commonality of wanting to do a good job. We have a commonality off doing our work, getting paid for it and having the work life balance. We've got a lot in common. We are therefore liking the way that we work on. The conflict occurs when people start to want to behave a little bit differently. That isn't in the best interests of the client or the way in which the firm works. Very influential, so What's all this sold out today? Thanks. I don't want thinking anybody. But here it's the scarcity principle and that's very, very powerful. A Z. We run into the year end this so called Black Friday sales. We don't wanna miss out as a great discount. That's only here for a week on. You'll want to do this and hop onto these flights and do this. Do that through the other. That scarcity. There's only three seats left at this price. It's all that scarcity. So how can we use this in? When would you use that? What went Time is tight. Clearly you want to get something done, you may say to a member of staff, I'd like to help you. I can do that. Not now at this time, because I'm not available, but I am available from something oclock available noon for 20 minutes, but I don't have a client, but 12. 30. So please get yourself together. Come to me for that time between 12. 12. 20 and I can sort it out because that's all the time I have this morning because this afternoon I'm out in court so that scarcity makes sense at all. Gosh, if I'm gonna talk to my supervisor, I need to get this sort of better get my act together because she's off the court. I need to catching before he goes, And that can be quite powerful. Overplay it, of course. And people just get annoyed. And so it is something to be used, but with care, like all the rest off. So what's this all about? People talking one to another whispers. No, it's not all about that. It's about being good communicators, which not only means that you speak well clearly, but also that you listen well. Listen for clarity. So in this situation, I don't know particularly whether or not I'm making sense. I've got no image of you to whether you're going about or yawning or turning me, stopping the recording and so on and so forth. I don't have that opportunity or for face to face conversation, which is why I have suggested when it comes to about technology, it's so much better to have a face to face conversation with somebody for something important wherever you can. And if that's not possible, the next hierarchy down is to use the phone. I know We like to send e mails because we have an audit trail, but I fairly convinced a lot of the time a conversation over the face to face to face, if possible, or over the phone. If it's a few floors apart, big offices or somewhere across town and then confirm, as you both understand, things in writing is so much more powerful, then it will be to have a conversation by email. I would do a lot of writing. I've written a workbook of over 100 pages. I know how to write. I hope I'm clear, but it's not as good as having a conversation face to face real time. So there we go. Leave that one with you. So here we are, nine different ways off persuading people by using those tools that influences to make a difference. So I hope that's useful. You've been able to answer notes to the table I created for you so that you news that and explore the different ways off, persuading people off your particular point of view. So good luck with that. Let us now turn to look at the key issue in terms of relationships, of handing the client expectation for those of you that are client facing or indeed those who supporting others that are. I think the rial problem that one has is the difference between what people expect to get from a solicitor's practice on their perception off what they get on, the perception becomes reality. So I don't know whether you ever been on a holiday a bit like this. You expect one thing but get something quite different. So I'd like to explore this using a very traditional that model has been around while on that is thesis service quality model. You've got this in workbook andi information in detail to take you through it. So I'll just give you an overview here, and you'll see the value that comes from analyzing the various components. Bring a difference between expectation and perception, and you could use this therefore, as a way of exploring how you in your firm in your department, as the supervisor of it. Manage those moments of truth is individual interactions between the client and the practice, so building those client relationships is quite important. Of course, it is what your firm is all about. Now, I don't know what things are like in your world, but they word of mouth view off the profession is well, what do you think? Is it particularly good? What did said about the profession in the media, what it said about solicitors in general, fat cats and making loads of money out of legal aid? I'm absolutely no idea who these people are, for goodness sake, that seemed to be reported in the press. So, of course, each individual person's needs will be different. I bought houses. I've sold houses. I haven't done so for quite a while. But my needs quite different from anybody else's needs had ever done any particular convincing. Well, of course it would be because I think like that. Probably a lot of people do very few people. Oh, yeah, I'm a bit like everyone else. It's not difficult to be this. It's gonna be that on the other. It is one of most stressful parts off life, too, right up there with or sorts of things like drop disc locations and so forth is moving home. So moving house has those personal needs on DOF course. Past experiences do cloud everyone's judgement because not always the experience off doing with a particular matter is always as good as it could be. So all of these mix of things, what was it all about? What it means is that these bring together or three of them to one expectation. And it's quite interesting in the market research we've done with clients to explore people's expectation of what they're likely to get now. Of course, the basis off service is that if the expectation is different to perception, then of course there is that lack of fluency and Congress see and so forth supplies that I expected it to happen this quickly. But I think it took a long time. So expectation off timeliness, Andi Perception off timeless may in fact be one of the same, but into the practice, giving some sort of dissonance or some thinking that it isn't as quick as I thought it might be. So above this golden line across the screen, we've got what's going on with the client. Okay, on everything else in the model happens below the line. And it is the difference between what creates this difference in perception that clients sometimes see. So if your client facing on dealing with the clients particular matter as a practitioner. Then, of course, you'll know that your perceptions of a client's expectations may subtly differ from what the client's expectations are. You both have said, Well, I want a prompt service. You've said we're going to deliver a prompt service. What do they mean by prompt? What do you mean by prompt? Maybe that different or perception between the two of you? I'll illustrate this a little bit later on in one of the sections, so that's a small gap that's there. So we're talking about a prompt service for the client, so we're going to specify now what we mean by a prompt service. There may be a particular case management system that deals with things in a timely fashion and so on and so forth on the service. Quality specifications inherent within your case management system means there may be a subtle difference between this word promptness as you perceived it, and promptness as the client saw it. So delivering something in a timely manner, which is absolutely right from a case management point of view, differs a little bit again from those perceptions off the two parties concerned. So the case managed system runs and starts to do things on. Communicates to the client, sends the message. It sends the emails, flags up SMS short message service. So they get texts and so forth, non confidential information to their phones or whatever it is. So when did they send a message? When did you respond to the message on Is there a difference between the expectation off the response from that client in that way, toe what you actually did in practice, that service delivery. So if the service delivery by virtue of the case management system because of your human intervention against, is okay, I've got that I will send that message. But I need to sort this out first to do that. So Oh, I haven't said that one yet. I will do I just check again and it drives a few hours later that service delivery. So all of that build up all those four areas I've mentioned there build up towards that perception which causes that fundamental difference, he says, using the pointer to this particular difference between the expectation at the beginning on the perception in practice. So each time what I've tried to illustrate their in every general way. Not specific to your world or your case management system of your client is the sorts of things that this service quality model can flag up. And it's an opportunity for you, therefore, to say Okay, well, let's go back, explore what's going on in our situation on our we maintain those customer relationships in terms off the sorts of things that illustrated here potentially could go wrong that we can now work in AL Firm to put right and narrow those gaps. Now, I'm not Go do, uh, discuss them in any stretch at all. But you'll see I've got some information from the distance guide to could manage Practice Second Edition Law Society. I'm talking here. Page 73 has got establishing and agree upon client requirements. A checklist off what might be considered best practice, planning to meet a client's needs. Similar things all best practice meeting clients, specifications and instructions again, a list off best practice. I'm not suggesting that it is the definitive answer, but I think in general terms it's pretty good. So again go through those lists and then come back and said, OK, are we really delivering as best we can, because that helps in the awareness that you have off how your firm is performing relative to a client's expectation. So after that section, let's go and think about your awareness off yourself.
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you'll be familiar on part one that we have had opportunity to look at a lot of self awareness by the way in which you assess the way you can deal with different situations. 20 Question Questionnaire What you bring to teams, how you handle conflict on DSO one. So I'm adding a little bit more to that to broaden the perception to look at how you can improve your own performance in really in three key areas, one of which has to do with taking on board information and dealing with it. Data analysis is your job to take information. You process it, you make decisions. So representation gaps on information processing may not be a phrase that you're familiar with or something you will recognize, but you actually do do a lot off it. So you're trying to make sense of the information, particularly today, with so much of that information being online, Onda, then we can think about thinking to make better decisions and minimize risk, and some of that will be explored a little bit later on in this program. So let's have a look at the first bet data analysis. You analyze a tremendous amount of data. You're quite good at that. You've got the mind Could do that. So these are little steps that we could take to just begin to make better? Um, analysis off the information data that comes across our desk. Will we check online? So again, as always with this, there is information in the workbook which add a little bit more to this, I think, first of all, what we have to do when we look at any information, rather take it at face value is to say, Well, hang on a minute. Is that any good? Is it valid? My goodness me. Wasn't life good when you went to a research library, Spoke to a librarian on his or her job as a specialist in searching out information that was going to be relevant to your particular inquiry? And I've done a lot of that. When did my master's back? In the eighties, the online resources just were in their infancy or not at all available. But today we do it ourselves. And how? Expert our way It saying Well, I saw it on the Internet. It must be true. Oh, come on, please. You can't take everything at face. So we must be able to look at our data and say, Is it valid? And I've got one of two ways checklists that you can use to say, Okay, let me use thes ways off looking at the data and see whether it passes thes tests that I could put to it. I'll come to that in a moment. Well, with all the information, what we have to do is to throw away the rubbish data cleansing. It's called giving a nice fancy title. What does that mean? Well, if you're collecting information and lots and lots of different sources, and I will do that when I'm researching for new courses or elements, of course, is that I'm less familiar with. I'm going to say OK, what is valid and what isn't? So then I can see the wood for the trees, if you will. I can actually throw away so much rubbish to get much clarity of those things that really are modern, up to date and relevant to my inquiry. It's a data cleansing is an important step. Then, of course, we need to look at saying okay, we'll need to turn this data into information that makes decisions. So we've collected data on client opinion through our surveys. Now we need to collect that, do something with it and turn it into information. I give you some examples of where that can occur and therefore, transforming that raw data into information is important. The use of statistics is very important in that way, and I can show you how. And then then I'll step then is to say, Okay, well, little this data. What my job is as a supervisor to more senior management is to make sense of it so that they don't have to plow through all the detail I've gone through and they can see exactly where we are and what we need to do to make that data much easier to understand. So those the sorts of things that would be part off your data analysis plan and something that you may not necessary thought off before now. But that's clearly something that you would be doing to demonstrate that you are improving your knowledge. Using skills of handing data on your behaviors translate into practice for the workplace. Okay, Well, all well and good. Let's turn to think about problems. So why are we collecting data in the first place? Well, we've got a problem. We need to solve the problem. Well, that's obvious, isn't it? You got a problem with the winning Mawr clients? A problem with this burst in a problem with getting the work done on time, whatever the problem might be, you just get on with it, don't you? Well, in fact, this is an interesting situation and explored in a lot more detail on other data law program. So if it's something that floats your boat, you find it interesting that do look at that key S r A competency about being able to improve your critical thinking. And it starts by defining the problem on the most harrowing version that's used in this particular arena is the Challenger Disaster way. Way back in the 1986 we're hitherto with the Challenger spacecraft. Three question of management had always been Can you prove that we can fly to the technicians, the engineers, scientists? Can you prove we can fly? But they had a problem with the particular challenger takeoff. Andi, they change the question. They redefined the problem on they re phrase the problem as can you demonstrate that we can't fly? I'm not a bit. What's the difference between the two? Questions were absolutely, incredibly fundamental. Can you prove we can fly beyond a shadow of a doubt? And if you can't prove we can fly, we don't fly. But what it's saying, The second question can you prove that we can't fly is we're going to fly unless you've got evidence that will stop it. That is, in the published information in the investigations into that. And it was that re phrasing the problem, which began to change ways in which people reacted. So okay, let's bring into the everyday nature of your world as a supervisor in practice. So what's the problem? We need to get MAWR clients. That is the problem. That's one way of phrasing it another way of phrasing, a similar sort of problem. The problem, therefore, is that you're not getting the revenue you need to grow your revenue. How do you grow your revenue? You get more clients. There's the problem. Let's rephrase the problem. Why do we need to get more revenue? Because we're not getting client loyalty, they're not coming back. We need to keep finding new ones. So rephrase the problem. How can we retain our existing clients and maintain their loyalty? Is a different way of expressing the problem to do with dwindling revenue. So rephrase the problem is one way of thinking about a problem in a different way. Challenge the assumptions everybody assumes while this happens and therefore that happens in my experience, said some old bloke. Well, in your experience, the world was different to the situation. Now an example. Given in the notes, there is a difficult roping and restaurant, then overstay. You're going to publish a menu well, and there is a restaurant near to us that has a set of ingredients. A za regular idea. It's a small boutique restaurant with a small number of covers. It's not trying to produce hundreds and hundreds of meals every evening. What it says is, contact us before this particular time and tell us what you'd like to eat this evening. We'll prepare that they don't have a definite menu, or they do have is a range of ingredients that Okay, we have pastor. We have meats, we have vegetables, we have mushrooms. We have this. We have that. What would you like to eat? And somebody might say, Well, I want a Balinese type of meal with taken available and it is so okay, there's a Balinese meal somebody might say, Well, actually, I wanted lasagna. What kind of a vegetarian? One. So you so you don't Actually, if you're launching a restaurant, have to have that. And there are different ways of thinking so challenged the assumptions. And this is something that we do in Level five, where we've been looking at strategy development, challenging the assumptions about what actually works in practice. So there's another way of exploring the definition off the problem. So what is the frame of reference that you're using? You know, we must improve, proved profits. That's a frame of reference. Well, actually, we must reduce waste. That's a different frame of reference, isn't it? Because the same outcome is improving profits. One is how can we grow the revenue to grow the profits the other one is having? We stop wasting our profits, but spending things on things we don't need, for example, so challenging a particular frame of reference may be helpful. There is something called stick It all together, you see. But if you have a problem, you may be looking down at a small part of the jigsaw. Where have you taken a different altitude and that's stepping away from it. And then you're able to bring in peripheral vision. Hang on, let's stick it all together. Well, maybe this problem I'm trying to battle with is part of a bigger problem. So if I deal with a bigger problem, my little problem will solve itself. Is another way of defining the problem. Alternatively, that's the country to this is to slice it up. Okay, If the problem is revenue, then maybe it might be. We're getting people on the phone. We're talking to them. We're not getting through to the next day's next stage. We're not getting through the next stage. Plants of the coming onboard are actually quite satisfied with what we do, but we don't retain them, so we'll slice it up. We've just gone through a process promoting our firm response from phone or email response by the individual during the work of the client retaining loyalty. Slice it up, which of those you're trying to deal with, all of which have an effect on the revenue off the business. So if the problem of you battling with is revenue, then slice up the process and you've looked at process mapping in project management and you might say, How do we start dealing with this part of the process? And that may be a better way of solving it than the whole big picture. So sticking together, slice it up opposite ways of looking at a problem. There is something that I quite enjoy, particularly a team situation. Is Edward de Bono's multiple hats. It's six thinking hats. So as a supervisor, you get a group of people on its very often say OK, according altogether, because we've got a problem with this and I think we should do that. But I'd like your ideas now. What's wrong with that? Well, there's something actually fundamentally wrong that is that you've decided what the problem is. You've decided what the solution is. I know you're asking people to do is to rubber stamp it, if you will. You asked him what do you think about it? Most people and say, Well, I don't know no resource, but I haven't looked at the data I am analysed it myself. You're my boss. You've told me that this is the problem. I accept that because you've done. You've told me that now you've told me what you think should be the solution on. I'm really quite a loyal and, uh, genuine member of staff. I've actually got a lot of things on. So Yes, boss. No boss, three bags full, boss. That's called Group. Think we'll come to that. So what are the multiple hats? Well, it's in the notes, but essentially, what it's saying is that we can use six different colored hats to think about how we manage problem solving. And I don't suggest you go out and buy six Beanie hats or or six baseball hats and actually wear them in practice because people might think you've lost the plot a bit, but it's actually saying Well, OK, we might start at the bottom here and said I were gonna be wearing the blue hat at the boat because we have this problem off revenue. Onder. What I'd like to do is to explore different ways in which we might deal with it. The blue hat on it said Okay, well, what is the problem. How can we define it? How can we research it? Now? We check the data. Harken we look at this process is how did we do thinking about thinking meta cognition Don't do that a little bit more detail later on and something they say, Well, OK, well, let's move it from there. We've done that, All right, So what about the facts? Well, that's now we gotta put all white hats on and start thinking about facts. What are the facts? What is the data? Let's look at the historical data. How does this month compared with this quarter with that quarter this period with the same period last time? Let's deal with facts. Well, I think if it's it's this well, that's your sinking, that your opinion is that based on fact. So wearing the white hats means people stick to the facts to the green, Hat said symbolizes creativity. Welcome this, but one that has now brainstorm bright ideas That might be things that we need to look at. Here is a flip chart. Here's a pay. You see one behind me. Let's get a pen. Let's not criticizes anybody's idea. Let's not evaluate anybody's idea. Let's just be as creative we can be when you random word generation will use innovation, Cubes will use different thinking ways to create new ways off deciding things. Okay, you then come to that and you go to the black hat and said, OK, let's look for the worst situation. What's the worst case scenario of all these ideas? We gotta fill them out, give us reasons why this wouldn't work. That wouldn't work. This wouldn't work. That wouldn't work with our. But it might work. If hold on a second, we're sitting with the opposer will come back to that because we'll move from there. The red one is used for feeding hunches or intuitions. I don't know, but my gut feeling is that's the rhetoric off that multiple perspective on. Then the bright yellow optimism is okay. Let's look at the back. Is the problems with it? Then how can we make this work? Let's be optimistic. Let's be thinking about the best case scenario, how we can make it work now. What does this do? What it does is in those six areas, comes lots of different ways of thinking about the problem. Thinking about possible solutions to the problem gets everybody engaged, but manages to get that thinking in a structured fashion. Six different ways. Not in a cacophony of noise but people throwing away by throwing around ideas and opinions and countering and supporting and blocking and doing everything in a mishmash. How often have you been in meetings within it? Department? That's run for an hour. To the end of it all, you think, What, really No further forward. This might be a way off helping you do just that. Have a look at those multiple perspectives. It's something being used. I worked in London advertising agencies many years ago, and we use that as a very good way and a lot of particular creative person, much more detailed, conscious Andi, logical in my thinking, not particularly creative, but nonetheless, I could use Thies to sink differently about particular problems and solutions. So that's that one. Take that away. So let's get on to think about how we can define the problem. Maybe we should change the language, construct what I mean by that. Well, if you said to somebody, I need you to improve your performance, Then in clearly that language constructs suggests straight away that their performance is poor on. If you tell somebody that you feel their performance is poor, don't be surprised if they like working a little socks off around here. Maybe I can't consider that I'm you know, my performance is poor. What it may mean, of course, that we needed look ways of, in fact, reducing waste or making the processes more efficient or so forth. So it may be the change that language constructs and say, Look here, Maiti, your performance is below par. It might be better to say, What is it that we can do me as your supervisor and you is the job holder to take away those working practices, Get in the way of you performing as you would like to perform to your best abilities. Now that is perhaps a little bit more flowery, you may say, but equally it is a little bit more, uh, encouraging. Someone says, Okay, yeah, yeah, if if If I had, you know, there's a print of it's hard to hear if I had ah printed beside me and I didn't have to walk around the office and go down two flights of stairs to get some printing and then come back to find somebody has put in the wrong paper. I would be much more productive because I do waste a lot of time wandering around the building of printing. So then your language construct has changed the perception off the problem, and you get people to collaborate better. So make it engaging. You know, how are we going to deal with revenue problems is not exactly engaging. We wouldn't need to improve the profits. Why? I thought of making enough profits make it engaging. We really ought to be focusing on delivering better services to our clients. So what is it that's getting in the way of you delivering the most professional service that I know your capable off? That's engaging because most professionals wannabe professional most professionals. But I haven't met anybody who draws a salary that isn't willing to explore new ways of getting their job done. Less hassle. So what can we do to take away the barriers, take away the difficulties take away they causes of problems? Wow, that's engaging. Yeah, I would like to come in, do my work and go home on time, get my pay. I can't see what's wrong with that. Neither guy as a manager off other people on. Of course, it may clearly reverse. The problem is to say, Okay, A So I mentioned this earlier of rephrasing it was an example of reversing the problem. How do we increase our revenue? I find new clients, and maybe how do we stop losing clients is reversing the problem so that sort of thing can be done to make it use. It may be this is what the problem is. I believe that's the problem. But maybe we better look at the facts as to where the problem lies on it. Maybe look, process, break up the data into the steps of the process. Talked about that that may be helpful. It enables people to base not on their belief or prejudices or opinion. It's actually based on facts, So that's all defining the problem. Let's turn to explore thinking now, of course, this poor chap sitting there wondering what he's left, where he left his trousers, what we do when we are thinking about our problems and thinking about our solutions. Well, thinking about thinking is what's called meta condition so OK, Fancy title for it. What does it mean? Well, when you're trying to solve a problem, you're actually looking at data saying Well, what do I currently know about the causes of the problem? Fair enough. And then you may ask the question. Well, what I know I don't know. I don't know where it started. I do not know the best solution. I do not know off the all the solutions I've got, which ones will work in practice, etcetera. But there's also this part on thinking Where says how do I know what I didn't know. I didn't know. I don't want to do a Donald Rumsfeld on the things I'll known And things are unknown and things we know we don't know on things we don't know, we don't know. But in fact, that last part not knowing what you didn't know, is an important part off the thinking process, which is why I favor getting more people to contribute to the data analysis to contribute to the problem Analysis contribute to the solution analysis and some of the techniques that we use the end of this part to program are common for parts in part five as well, but particularly how we can take some of the emotion out off the decision making process. So thinking about thinking is obviously going to be very important. So in a classical situation, part of the syllabus is to explore biases. If you're talking to your independent financial advisor about your pension options and your investment options, or you want to make a bit of a flatter on the stock exchange, then when somebody says, Well, I think it's an absolute certain the footsie 100 is going to go up. Let's turn to look at this table. You've got this table within the notes and it asked you to say, Well, okay, you're just about to make some investments in the footie 100. Andi, your financial advisor, said the footsies bound to soar in the coming weeks. Which off these seven different selections of information from your search changing are you actually going to look at? Well, the problem is, when something is going to rise, you'll classically put in the search engine why the footsie 100 share index is going to rise. C. Five. There's the 1st 15 reasons why the footsie 100 is set to salt. Then the 2nd 1 Why the footsie 100 is a must for pensions, and then the 3rd 1 Well, that's not I'm time to buying the footsie 100. There's that. There's 1/4 1 on the list. Maybe that's the one we need to be looking. Many reasons why the dividend banks working hard to grow their capital incisions? Uh, that's the three reasons why it's going to dive from a look at that one because it's actually going to solve. So I've been told, etcetera. Of course, the problem is that what we do is to search information that confirms our beliefs, get the facts to support the beliefs or do research the facts from which we draw our beliefs. Because the classic approach to find information reinforces your opinion is counter intuitive because what you should be searching for is the reasons why it should dive. Okay, uh, so looking there, um, at the information that's available, then explore why it might fall is a much better thing to do than just only going for the things why it must rise. So therefore, if we're looking at online information and you don't have the buffer of a librarian. Between you and the information, you've gotta do your own thinking. A couple of acronyms that I use found very helpful. I'm looking for information. Then the can that is this can go to be kicked down the road. So what I mean by can It's the three letter acronym. Easy to remember before you're kicking the information down the road is to say, OK, let's taken information is incredible. Well, if you go back to that table, what is credible? Maybe the telegraph. It's slightly more incredible than a site that's called fools dot com or something like that. Maybe, in your opinion. So if you look at information, what do you know about the personal the Borgo organization for which they are from? Would you look a financial information from a red masthead like the mirror or the sun or something like that? Or would you in fact, go to the Financial Times or something of that nature broadsheet? So what sort of authority is it? Somebody's opinion? Have they backed up those opinions with facts, or rather, just coming up some non facts research shows? Well, I'm afraid that if you're writing an article for a proper journal, the editor of a subject. It would look at that and said, I'm sorry you can't have that phrase. Where are the facts? Research shows make a reference to wear. That research is so what sort of language of the using of making incredible. So that's the sea. And then the A is for the agenda. What sort of bias have they built in? Ever got a particular gender? Is somebody putting together an article to reinforce their beliefs? Or are they putting an artist together drawing on the facts? Who put the information there? How long it's been there? What point of view are they taking their own vested interests to do? Have some particular bias in the information? And then finally, the end is what was the information written there for the same need that I have for the information of the woods? Is that trust? Is it trustworthy? And what were they planning to do with the information that they created? And what am I now going to do with the information that I've got there? Straightforward questions. Eso useful page When you are looking in for online information, to gather data on what's going on or market data in terms of your business improvement and so forth. Do you use those sorts of things when you are going to be writing some reports for the assessment process within level three or in the Level five program? Then it's important to go through this in a little bit more detail on I love the prompt checklist. So what is the problem? It's an acronym and covers a number of areas. Look at the information there, and how is it presented all? They're going to be just pretty graphics to back up his story? Or is it presented in a much more formal way? Have they used loads and loads of spirits? Comments have the drawn out bits and pieces Have they got some opinion? There is a valid and so forth look of the presentation was put together on. Remember that other people's information will not necessary have been collected for the same relevance that you have. So if you're looking at the issues affecting estate agents, then in your area for the monthly seminar program enduring theme we've had through this program, then if you're looking at that data. Have they pulled it together for the same purpose? You're pulling the information together to find out the topics. Who says these are the hot topics for estate agencies? Etcetera, for example, The objectivity the oh encourages us to think through. Well, okay, let's look at this objectively. Is this going to be as logical as I wanted to be for the logic that I'm putting two? Or is the objectivity a little bit emotional? There's plenty of information out. There were people banging on about a particular subject, whatever that subject might be. So you might be researching the impact of veganism on the sorts of breakfasts that we put together. And is that going to be an important choice for our seminar? So how objective are people when they are talking about their beliefs? The end is to think about the method. What method was used to pull the reports together, and we're gonna be looking at statistics and abuse off in a moment. Azan illustration off the method used to not only collect the data but then process the data into decision making information. The pay, of course, is less obvious as p for Providence and that is the source of the information. Where is it coming from? Because it's sometimes very difficult to tell whether the information you're reading online is actually coming from a student off the subject that's popped that has published their as yet to be marked, um, assignment. That appears to come from a particular noted university from one that is actually a little bit more valid because it's coming from one of the tutors off the university professors or what have you. So where is that person coming from? Are they the sub editor of a newspaper? Are they one of the sub editors of the Journal? Are they publicizing information for different particular reason on The last thing to check is the timeliness. Please don't take any information I put together on those investments in the footsie 100 because they were written a few years ago. It's just to illustrate the fact that we tend to buy us are thinking about having an opinion on finding the facts, to back it up, rather than surveying the fact and then drawing a full opinion from that. What I'd like to do now is to turn to thinking about how we analyze data, it would have met the phrase to do with lies Damn lies and statistics, You see. Ah, here is a basic way of evaluating, for example, client service. And I'll show you elected in statistics at a post grad college. What could go wrong with this very simple metric we've got here? Suppose you know that the law Society published data that says that the mean the level of satisfaction amongst clients, for the services to practitioner services from practitioners is a 58%. And they have a little scale off toughness, if you will very unhappy over on left hand side through, ambivalent in the middle away through to delirious excitement and satisfaction over your services. So here we have a very simple five point scale, and the logical thing to do was to say, Well, OK, we'll go from 123451 means you're very unhappy. Three means you're fairly ambivalent. So we're in the middle. Five means you're ecstatic. And so it goes on. So you run some, uh, client analysis of feedback from clients survey to try and work out how satisfied your clients are with your services. How we do it? Text response, an online survey, monkey or whatever the other online, uh, programs might be. You end up with some figures and you get 500 responses and you have these figures you've got 42 are very unhappy, and you've got 77 deliberate e happy. The top end of the scale. And Syracuse on 42 9835 under eight and 77 7 Okay, what is the percentage satisfaction here? Well, you'll say if somebody is very happy at the top end of the scale, that's 100%. Then you've got five divisions of it. So it goes 80 60 40 and 20% down there. So you multiply 42 by 29 840 98 per 4,303,920 so on. And you add that little lot up. Andi, what have you got? Well, you have got 31,600 divided by the 50,000 being the some of the numbers you've got there and you've got from your 500 respondents. I had a maximum for 500 scored you at the top end of the scale. You would have 50,000, 31,600 divided by 50,000 and you've got a 63.2% satisfaction on U P D. It's cream buns all round because your head off the 58% with the S r. A were banging on about Well, is that right? Uh, I hope, of course, while numbers may not be or forte, words probably are in the law particularly. There is a floor in this analysis. That's because when we start counting, you start from one looking at the number of apples in a bag and you want to know how many you've got. Put your finger on the 1st 1 and say one and then 234 points and so on. And that's the problem with most scales. Because in fact, what you've done is assigned one to the lower end of the scale, but called that 20% Well, hang on a minute. It should start from zero. I am not happy. I am very unhappy. In fact, I'm scoring you nil part, so it would be far better toe have a scale that goes nil part no points for being very unhappy and 100 points for being very happy, which is absolutely fine. The top into the scales find what that means is that each of the groups, instead of in 2040 60 8100 is in fact, 0 25 50 7500 Quite obviously, if you look at the first bro figures the midpoint of the scale 1 to 5 is three, but in percentage terms, three should represent 50. It's halfway between the top end on the bottom end. So now when you multiply those numbers together 42 times 0 98 times 25 so on. What you get is, in fact, 27,000 out of a maximum possible off 50,000 again. That's 500 respondents scoring you 100 percent. You've actually got a satisfaction level, or 54% which is away bit behind The essay raise published figures, or 58%. Now I've used a very simple example here to illustrate the problem that could occur with statistics is there's nothing wrong with the data collection. There's nothing wrong with the arithmetic. There's everything wrong with the metric and it was the measures they're being applied to that So A very simple example. Then you want to explore critical thinking than do look to the data law portfolio and extends are thinking about critical thinking on analyzing data on so forth. So if that's your job, that's what you're gonna be doing. You want to explore that a bit more than data laws. You go to, uh, adviser for that. So Well, if that's the case, you may say, Well, the best thing I can do as a supervisors get my team together to help deal with the problems. Well, that sounds like a very good idea. So let's explore that getting a team together Well, why would you do that? Well, more heads, the better. The one that gives more people could look at the problem. More people could look at the solutions more people can take decisions on. Therefore, teamwork is a good thing, isn't it? Or is it? You see, In my experience, teams do work better if the some is greater in the constituent parts. So what can happen with a team is that when they are there together, are they willing to share information? Information is power. You share the information you lose the power. So do they have any willingness to share the information only in part or completely? And to what degree will they do that, therefore, with the team? If somebody is challenging the thinking off the team or they're going to look a bit but out there, not the sense of belonging a little bit separate from everybody else being devil's advocate, if you will. Can people express their views and not be compromised by expressing a particular view? As in not agreeing with what everybody else thinks don't want to be the one left out, it's called Group Sink will explore that a bit more detail because it's very important for you to get a handle on that. The other thing to think about is the degree to which the groups are actually focusing on all the areas, or are they only focusing on common ground? Can they integrate ideas? Can I take an idea from one person and add it to the idea of another person and come up with a better solution to the problem on? Would they be willing to integrate ideas, or do they think Well, I think my idea is best if I'm integrating it with hers. I don't like that because it won't look as good as if it was only my approach to it. So do you think quite carefully about group work on how they're behaving a few things to think about that? So does your team look at the same information or the requests that you make and come up with a different way off? Responding to that? So what? I mean, well, let me take an example where somebody says, out of context of the legal world, it doesn't matter, is just to illustrate where the boss says, OK, guys, I want you to design a tough four by four truck, honey. So what are you thinking? Represents a tough four by four truck? Well, here's a thought. It may be that the designer wants it to be looking powerful, for the engineer describes for her way of looking at things Will. Probably it means a tough meaning, durable, lasting machine. So two people, one with a design perspective on toughness on the other one, on a engineering durability, basis of toughness. Take the same request on produced different results. So this one excuse the noise is a powerful looking adaptation off a Jeep on It certainly looks It doesn't hey, big headlights up their spotlights. Big double tow bars at the front on dmat sieve wheels. What looks powerful to me. But hang on a minute. What's this thing over here? He's got small whales. It seems to be high off the ground. Well, that can't be is tough. The one on the right can't be as tough as the one on the left. But in fact, the problem the one on the left has is it looks tough, but the power to turn those bigger wheels will be greater from the power to turn those smaller wheels is that it actually is not as tough it worked. B is durable. The one on the right, I'm told by those who know what they're looking at, is that that Ford truck there is a more durable design than the one on the left, which looks the part but actually would not be as good at towing or is pulling because it's big Wheels needs a lot more of the engines power to rotate them on. Therefore, it can't pull as strongly tough in that respect as the one on the right. So what it means is that your suggestion as to what you're looking for, different people in your team interpret that in quite different ways and can't see it from the other person's point of view. So I hope that you feel that indeed, the one on the left does actually look tough on the one on the right will be practically more durable. But those people who are not engineers and I'm not one of them will tend to look at the Jeep. Say, what? If I wanted to drive around a tough looking vehicle would not have the fund driving around in the Big Jeep representational gaps. So when somebody says I want to improve profitability off the firm or the department, Wow, that's a whole can of worms that everybody will have their own take on what that really means. So let's go on, move it on to have this group think group, think what it's all about, what is when everybody says yes, but one person Can you see it in the middle? There says uh, no. So the symptoms of group sink on, then the remedy is a groupthink become very, very important things to think about when you're in your team meetings. When you're trying to get a better response from the group on, not fall into the trap off having these particular problems, let's explore symptoms off group Think. What do I mean by that? Well, the first thing to think about is that when groups come together and managers can sometimes put a group together to a world of group decision is going to be much better than having a soulless decision. So I think we're Mawr successful as a group to look ways forward. The group agreed. So the individual, maybe the leader of the group says, I was supported by my team, so that's a good good way out. So that illusion of invulnerability where a group we can't possibly get it wrong. There's enough heads in the room to help with the decision making Well, that may not be always the case. Let's face it, if you go into a meeting on, do you say Okay, this is the problem. As I see it, this is solution. I think we should have any reasons why we shouldn't go with this idea. The group was going to say, Well, the boss is the boss and she knows what she's doing and it's her neck on the line. If it's not so, I think I'll go along with that because I wouldn't want to be seen as a descent. So that's all very collectively rational, isn't it? As a group. And it may be that, of course, the group says there is some inherent morality off having what'll the group agreed. So that must be morally right, because I was doing it in a democratic process. On that groupthink gets in the way because if you dissent from the group, well, yes, you can always tell that someone who doesn't join in they're the ones who have, You know, they're always going home on time, not like the rest of us are all here over time and showing commitment and so forth. Well, quite honestly, people work overtime. I have so much work on that we could afford the from the profits of the extra work to give them an assistant. Or, in fact, that person isn't the office for a long time was actually ineffective while they're there. So come on, the stereotypes of out of groups. You aren't in the team. You don't know what? You weren't at the meeting. What do you know about anything? Out Groups stereotype use off the on after all. Come on, toe the line. You know what we're doing? We're all in here. We want to get home. We want to get this done. So let's all agree on this. Don't you dare? Descent otherwise should delay everything. Every pressure on the individual doing. So you're sitting there thinking, Well, I'm a bit new here. This is only my second meeting. This is what everybody is saying. Maybe that's what they do around here. No, I'm gonna keep my powder dry on dial. Not, actually. I'll just go a lot. I won't even put my hand about. Just believe it to everyone else. So ourself sent sensor ship my own views because I'm just not sure I can go forward on then. Of course, there's five people in the meeting on four have agreed. Well, there were Therefore, it's unanimous decision on that's the illusion off unanimity. Because although there were five in the room, one of them didn't vote because they were against it to that did vote actually wouldn't have gone with it if there was a body of people actually expressing a different view, they would have been unanimous with somebody else. But nobody actually came up with that. So the fall that said yes, two of which didn't If 1/5 person also didn't agree, then clearly it will be three against five. There's a different unit unanimity on that particular problem. So with those in mind, you probably recognize group sink in the way in which you're doing things. What can we do about that? What can we do about those self appointed mind guards who are actually looking at this thing, things that will hang on a minute? Is this the best way forward, or is there a better way or thinking about these things? So the general approach to group think can be summed up in three very straight forward thinking. Is that somebody saying, while I'm the supervisor, I ought to make the decision? So I'm going to get my team together to tell them my view of the problem, my view of the solution on therefore the team will agree so that feeding forward briefing we have a meeting to discuss this, not remotely to discuss it because the boss is saying I've made analysis of the problem. I've made an analysis of the solution. This is what I'm going to do, feeding forward that briefing to the team. Is that actually the best way to deal with the issue, or should they supervise? Just get on with it. Is it for her to say, Well, OK, let's have a clueless session, you know, was let the team take the blame for not solving the problem. So this is the problem on I'm not sure whether my solution is the best one. Do you know any better One? We're not really sure whether this is the best one. We couldn't think of another one. So at the end of the day, the leader off the group turns to the more senior manager. Well, we did have a group meeting. We did discuss it at length and we still haven't come up with a solution. In other words, nobody was intended to. Anyway, they're all heading over the cliff. Let's face it a number of times that client will phone on that. Oh, I'm very sorry, but she's in a meeting. I'm very sorry. He can't come to the phone. He's in a meeting. You see this word? He she is in a meeting is actually a foil for doing really work. I've been in meetings all day. What is not actually when the work gets done, we've had a look of meetings management in part one. And the best way of having a meeting is the brief people properly make sure the right information comes through. Make sure the information is presented early. An officer people actually have time to digest it before they discuss it. And then decisions could be actually made. But meetings for the sake of meetings, meetings where the only action is the date of the next one is a foil for doing any real work. Because most, most of my experience is that the real work gets done between meetings of meetings they used as a way of reporting on it. So do you think about the way in which meetings he used within your organization? Okay, well, it's spice it up a bit. What are the remedies for this? I think certainly in my experience of eating foods that the variety of flavors the variety of spices coming together makes for a much more interesting appetite. Therefore, I think that having a group of people together who comes not with the same way of thinking, not with a yes man. No, ma'am. Yes, sir, No, sir. Approach, But actually grows on that variety that spiciness and I do firmly believe, as I mentioned before, A bright idea doesn't care who's made it. So what would my solutions be? Make sure that each member of your team is a critical evaluator. Make sure we're using are different colored hats. Okay, we're going to say, Well, let's get the black hat on. Let's think why this wouldn't work. Let's take the black hat off now all put the yellow hat on. Let's be optimistic. Let's be bright and shiny and think about ways in which we can make it work. That's a critical evaluated. Everybody has to have both roles that will help solve the group. Think it allows those people. Is it well, actually, if you want my view, it's this. They will come forward because those dissenters were the black hats. Say what they want, and if you left it there, you wouldn't get those with the yellow hats to say, Well, actually, I don't agree with that. I think there's ways in which we can make it work. If we add this or doing that, I think it's what quite useful to take a leaf out of Richard Branson's book. And he was saying, If he's in a meeting, he will say, I understand from a number of sources that we have a problem in this particular area. I'd like to know whether you agree with that view that we have a problem in that area 0.1 on, then it. Secondly, you'll say, Well, I'm interested to know what you think might be the best solution on In that way, he avoids stating his preferences on either what he thinks the problem is or indeed what he thinks. The answer should be. Because if you're in the company of somebody a successful as he is and has Bean, you might find yourself swept along with the exuberance off the character on duh end up with that group. Think so. When you go to a meeting, don't state your preferences as to what you think the problem is or indeed what you think the solution should be in the outset. You're gonna get a team together, get the thinking right on. We've expressed different ways of doing that on this program. And then don't forget that if you've got somebody said okay, you've got a meeting, you've got some ideas. Will go to somebody your peer group, your level, something without an axe to grind. Somebody could a trusted associate of yours and say, Look, this is the thinking we heard. This is the outcome that we've got taking a non emotional, dispassionate outsider's view. What do you reckon is a very powerful way and a good opportunity Teoh to swap Abreu and take five minutes to do that. And that's something you could do on behalf of other people as well. Eso that outside expert. I mean, from somebody outside the firm you may look a barristers, chambers or somebody else that you're looking at. Some advisor can add value, bring an outside expert within the firm into the group. So if you've got a problem when you're looking at I t. And there's no being in your department that does with I t, your outside expert may bring in their particular view all the client care partner in terms of functionality off the i t. With clients, somebody outside your group outside the firm outside the group from within the firm will add some value. And, of course, don't forget that the black hat is to say this will work because, uh, let's suppose we do that Yellow hat would be playing the Devil's Advocate but then countering the devil's advocate to broaden that. So even if they get a consensus amongst the group that, Okay, I hear what you're saying. We're all behind this. Can I as the leader of the group played over The Advocate. But I say Let's suppose that the client doesn't agree with this. Let's suppose the partnership fund it. Let's suppose something terrible happens or whatever play that role to enable there to be a little bit more creative thinking. So that's you wearing the blue hat where you are managing the process of getting them to where the green has to be a bit more creative on how to solve a pursue a presumed problem. Um, make sure, of course, that you are aware of groupthink and that you stop the group from time to time and hang on a minute. Are we guilty or risk being guilty off groupthink? You let them know what group think is so they can spot, whether there any warning signs of those particular problems. So I hope that that is giving you some pointers and ideas to deal with a group, think and so forth, and therefore that not only are you being more self aware, it allows us now to look at things like managing our own self and self management is clearly an important part off any personal development program such as this.
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for many years. I was looking at time management training and realized, in fact, that when it came to time management training, so many people thought that they could just go along to a program and somebody would solve their problems for me. I have to say, when I was in my first manager first blush of youth as a manager, I probably wasn't that good my own time management. And it's only when I decided that I really need to get a handle on the long hours culture that was going on. I worked in London agencies, advertising agencies and thought, No, come on, the things I've gotta change here for work, life balance on to my great chalk in shame, I realized, if it's going to be a it was down to me. So in other words, management of self is really what time management is all about, so I hope to share with you a few thoughts on some practical I is that you can use to make a difference in your situation. Now I have to say, If you choose not to do it, then that clearly is your choice. So let's see if we can find one or two useful tips that could make a difference where you are. And then, of course, as a supervisor, you can share those with your staff matchmaker office a lot of sense from productivity as well as work, life, balance, very important part. So in my experience, when we're looking at these sorts of things, we have to think quite carefully about the ability we have to organize and prioritize work. And I think it's very difficult. I work with people at the training contracts. PSC. It is very difficult when they are the position they are. Somebody else was a PSC delegate, and she said, Well, we are one up from an amoeba in the food chain, which I thought was a bit harsh, but I understand where they're coming from. So therefore, if you are supervising people, then clearly as an illustration here, two people giving one person work is not really going to help. And it's not their job to sort out the the brief from two different people. It's these two people that need to sort the brief out. So if you share support staff with another manager, another supervisor, then please on behalf off the support staff. Or indeed, the trainee do make sure that you sort it out and not let the poor soul sort it out for themselves on obvious thing, but very important. So what can we talk about? Well, it's a curious thing, isn't it? There's something that I think is fairly fundamental. But when I'm sitting here in front of the camera, I'm earning fees which cash flow apart will pay for today. But the things that I'm going to be doing today, which is not sing in front of a camera recording a programme for you, is my non fee earning time, which will pay for tomorrow. In other words, part of what I do on any given day earns fees from the rest of the time. Should be planning on preparation, preparing for the work. I'm going to do the fear me, I'm going to do tomorrow. So yes, I'm up early in the morning and I'm going to go off on a train across the country, so that's pretty well set together. What that means is that I need to look at the next phase of the project. The next thing that I got to be doing on get the planning for that. And if time management is anything, it is actually better performance because Paul planning produces poor performance and you can add as many more peace to that little phrase as you wish. So time management is perhaps simplified by saying it's all about planning, but the other part of that time management is actually just getting on with it on. I don't know whether or not we shall deal with this now. Shall we deal with procrastination? Shall we leave? It knows like I don't have a coffee are going all over chat with somebody. I'll go and find my printing and have a chat with everybody else in the print room while I was down there Type of thing. Procrastination is something that happens, and it is one of those self sabotaging things that we really have to get a handle on. By that, I mean things we do to ourselves. So let's explore why we might want around around in circles, barefoot or otherwise, to understand what's going on on again within the notes. I do cover this with some details so you can have a looking a little bit more if you wish. To explore any of the areas that you recognize is a symptom of a much yourself. So the first thing is to look at a particular project on. I came in this morning, looked at this and thought right. Have I got the camera set up to present it in here yesterday? I was out yesterday. What's going on? And I do it now? I don't think so. Maybe I'll leave. It may be going. Have a coffee. Get my head right. Self doubt. I can't do it. Well, if you say you can't, you're probably right. Equally if you say to yourself. Well, actually, I can do this. I'll get it organized than things will be good. So I will complete the recording off the program today. And then I shall look forward to my lunch. So self doubt. Don't let that get in the way. Remember what we've talked on this program about confidence. Have a look at what you need to do the job. Andi, believe in yourself that you can do it in the time that you need to have it done on. You'll feel so much better when you do. I think, too, that before looked at any particular piece of work, then we always do strive to do it better on sterling, mostly racing driver. Or indeed, Valentino Rossi, the motorcycle race seven times world champion, has said that he never drove a perfect bend of Lewis Hamilton six times in the time of recording. World Champion is still saying I can still get better. Well, they are people, unlike others on the planet, which is why they do what they do. What we have to say is, Look, if we just get on with it, maybe we can get ah, lot of it done. Maybe there are other things that I need to do first. As I'm running through this program on, I'm checking on the other screen to the side of May, the workbook slides and so forth. Then I could do it slightly better. Yes, the self doubt that little there is not perfectly central to the Blue Square. Now, I've just told you that you probably haven't noticed it. I've been looking at it for quite a while on there's absolutely no reason why I should hesitate to get on with the recording. Andi go into the slides and just move it a little bit. This is just not going to be a big impact on the value you're going to get from me from me doing the program for you or, indeed, me from getting the thing done. An invoiced OK, so don't put off starting until you have everything there because there's a lovely Greek proverb. Forgive me for not knowing the Greek. It says that when you start, you're halfway there. And that's so often the case when it comes to getting to the gym, going out for a walk, whatever it might be. Once you start, once you get in the car and drive towards the gym, you're going to start. You're gonna go through with it. When you put your boots on and you're gonna go for a walk in the park, you'll actually get on with it. So don't forget. Don't wait until you have everything in place. Get on with it and you'll get yourself there and it will start. You will improve as you go along, added to which, let's face it there we have lots of things in jobs, and I've had jobs for a number of decades on. There's lots of things within my job that I just don't want to do, so I won't. I'm gonna stand a little foot and not do it. Yeah, I know I've got a day, but I put it off because I want to do this because that's actually what I have in mind to be a lot more fun. That's gonna be really good idea. You see, this morning, somebody wanted to confirmation of a date on diet. Take moderate back in the office today. Check the date. Confirmed that this was there. And it's going to be a new program against particular timeline. It's not gonna be 46 weeks. So what am I doing trying to do that? Because it's more fun than finishing off something else I had to do was not be a rebel. Grow up a bit like me. You have to grow up a bit. Do what you need to do. My goodness. Do you feel better when it's done? Okay, so think through where? That now, I haven't to be fairly conscientious individual, but I do like other people. I miss my Labrador, but I do particularly like other people on Isn't it common on a particular Monday morning or a few days away from the office? You want to reconnect with your workmates? How has it been for you? What's been going on? What the partnership been? Oh my God, You won't believe it. I was there. You won't believe the traffic this week socializing Very important. Well, I'll talk a little bit about rewards when we come to how we can overcome procrastination on socializing is a reward. But after the work is done, OK, it's very childish to play around on a Friday night, Saturday and Sunday and then eight oclock Sunday night. Do the prep for all that s a need to be handed in on Monday morning. Being there, seeing it, got the T shirt. Oh, for goodness that grow up, get it done, then going. Enjoy yourself. So remember excessive socializing particular from other people who want to socialize with you. It's all about setting up the parameters for your own self management. How did the rich guy be lovely when it when we get to the end of the day. I got this plan this evening and over the weekend, daughter's coming up that'll be lovely. Going to see some friends on Thursday. Godel that organized. Sorry. What was it you wanted? Wet when I stopped daydreaming? Focus on what you need to do, Onda. Then enjoy the thoughts when you're sitting on the train or the tube on the way home about the future, get on with what you need to do and stop thinking about what's going to be different around the corner. Last of all the one that gets most of us. Me particularly is called Priority inversion. What that means is I'm going to get to my death. Having been out for day to somebody else has been using the mainframe a piece of the file server PC. Fancy name, the file server PC While I've been away. So Mile need to tidy my desk. I do need I've got some pens over here that are in the wrong place. So I go and put them over there. Need to sort that out. I'll organize that course that was six weeks away, for goodness sake, I'll do this all day that no, what I need to do. Let's get myself sat down in front of the camera and start recording rather than all these other things. These other things I will do. But many of the things that we do to overcome the commute in the morning, having got in the office battle, the weather, the transport system, whatever it might be, you get in there. The first thing. I think I need a coffee. I'll get myself a coffee. All that. I'll have a chat. I'll deal with that. Oh, good heavens, it's 10 o'clock. What, So and so wants to see We'll go and see them first, and then I'll organize this. Organized that when you get if you're doing a time sheet logging on, you get to approaching to over clock. You've been in the office for 34 hours. Maybe. How many houses do you recall? How many hours have you build? How many hours have you recorded on your time sheet because you've done all the other bits and pieces. But if you look at the day on your monitor, which hours of the day you record your 567 hours or whatever you're trying to deal with the work you do, how often are you finding that you're doing a lot more things towards the end of the day to try and get it done today before you go home and you think, What? Goodness me, It's four o'clock. Where has the day gone? Well, you're inverting the priorities, all those little jobs that we have to do. Set yourself some time and do that the end of the day. What I am to do is get in the office, hit the floor, running on, get on with something so that by 11 o'clock I've got a couple of hours build whatever it might be doing or organized or plan or set sort of sorted out. Then I'll have the socializing with a cup of coffee with other people at 11 o'clock. So these are the symptoms and a few ideas on the solutions. So let's see if we can build up a little bit more of a plan of how you might deal with some of these issues you'll find in the workbook. Page 95 10 Top tips to do with procrastination. It's a slightly different list of the one I've got here because I want to share other ideas as we go forward. One of the first thing that we recognize with procrastination is that we may have a job list things we need to do, but we're not necessarily getting on with the things that we need to do in the right order. We need to do them. You just have thumb on the job list than therefore, rather than getting on with the important stuff. We've half around doing all the other stuff, sorting this out, tidying that up, having a coffee, chatting with somebody but turning what's done and what you've got recorded on your to do list and putting it into a diary and then putting it into a work schedule is quite a different thing on one of the first things that I discovered was gonna make a a good approach to my to do list is to change around a little bit on Explore that with you a bit later on this morning. But I had a plan of when I was going to start it. It's always very easy to say, Okay, when am I going to get this recording done while I'm going to get it done before the end of the day on Tuesday? It's sunny in the office. You may see the sun in the office today. On this evening it will be dark. So I want to get on while the sun is there. Pay a few screens to stop. The bright lights are cost me or coming from the window. I'll get on with it first and I have not a plan to finish. I have a plan to start. So when am I going to start it? I'm going to start it at whatever time. 10 o'clock this morning. Okay? Yes. There's lots of things I needed to do from being out of the office for a couple days. Some things to be sorted out of work flows to be sorted out, invoicing to be sorted out, expenses to be offloaded. Attendant cheats. This that the other allow that add mean from the day out. Had to be sorted out first thing this morning. But I had a definite plan. But I would clear my desk by 10 o'clock and I would start at 10 o'clock. And that's not so bad. We're just about 15 minutes through. So I started 10 o'clock. I know I'll finish today, but I sent a finish at four o'clock. Then I would at six o'clock. Okay. Plans tonight. Sorry about that. So think about the plan. I think we'll okay, if you think about some of the jobs you look at. You think My goodness me, that's difficult. That's hard. Got a too hard file. Yes. Your entry. Piles of paper. Something like that. Where is it? What's to fear for the work you do? Some of you I know do do very complex things representing clients in court, for example, having to deal with some really challenging situations. I worked with the legal aid, as you know, and I do respect you tremendously. You're doing what? That I would never even begin to think how to do. But what is really to fear? Are you gonna fear that you might say the wrong thing. You fear you're going to be made to look a bit silly. You fear that you won't get it as right as you could. Well, if you have experience, you know that those fears are unfounded because it's never quite as bad. And somebody said to me fear you might want to write this down. Fair is an acronym. False expectations appearing. Really? I find it very difficult to stand up in front of audiences of 200 people on deliver a presentation. Funny enough, I don't do it every day. I have done it a few times. I've done it overseas and it is quite a challenge. And I may have these false expectations appearing riel, that it won't go down well, nobody like it. I'll fluffing the words, all that sort of thing. Well, experience a practice. I overcome those fears. So what really is to fear? And then you could say, Well, okay, Max it a Greek proverb a while ago. There it is. When you start a halfway there, get on with it and you'll find you. Get into the flow and things start to move much more easily. Turn your to do list from phone. This person do that into on achieve list. In other words, start with the end in mind. Steven Covey. Seven Habits of Effective People that was from him. Good book, uh, to achieve list. In other words, I'll start each thing with the end in mind. I'll illustrate this because they're a couple slides time just to illustrate exactly what I mean by turning things from to do into an achieve. In other words, you have the goal. You have the endpoint, and you could turn that in to something very, very practical, rather just a list of jobs to do that sounds like Monty Dawn and Jobs to do in the Garden. Oh, please, come on. We're talking about business here. Monty dons a lovely present, and I love the work. He doesn't gardens, but talk about business. Let's decide what we want to achieve because we are. It was one of the behaviors on this program. Achievement driven on that's one off them is to be deciding what it is you want to complete rather than start. Do then have that sorted out for you. Come back to that moment I mentioned earlier on that socializing. Maybe a bit of a reward. Well, I don't know what is a reward for you at work. It may be a bit of social chat. It may be having a coffee or brew or something like that. It may be chocolate. I don't know. Whatever your reward is within reason within the workplace, then reward yourself after you've completed it. How often do you get into the office on Reward Yourself with a coffee for well done, you've got in. Oh, come on, reward yourself with a coffee after you've got that niggling piece of work sorted out. So do that. Identify the rewards and make sure that somebody else that's rewarding themselves by coming to interrupt you is not goingto happen. It is when you mutually agree that now would be a good time just to talk about X, y or zed for a minute or two. Not all morning. Clearly so having got the rewards. Identify those deadlines on, then work back deadlines to start a much better deadlines to finish. Link that with when you started half way there. Work does get done a lot quicker, and I think, too, that we are terrible at beating ourselves up a little bit. There is eso. Often we think this piece of work will only take me half an hour. So if you think it's going to take half a now than shed yourself 45 minutes of time, because that would be so much more powerful than just trying to beat yourself up, realizing your over running in half an hour. So set yourself realistic standards on a block out. The time in your diary separated out. Let people know that you've got your head down in your earnings and fees on manage your interaction with people in appropriate way, setting itself proper times because we talked about project management on this program. Absolutely no good putting in your critical path one day when you know damn well that things will happen. A day and 1/2 would make the whole project mawr smoothly, and you'll find that there's things getting done. There needs to be slack in the real world to be realistic with their standards, and I think the fear off. What if you didn't do it on time? What if you did get it? Lost is the only thing to fear When I said earlier, what is to fear? I met in terms of work, but what is to fear if you didn't do it? My last little idea is banjo. No, I don't want you to be standing on the corner case. A little girl comes by what I want you to do. Is the bang a nasty job off? In other words, start the day clearing your desk of the thing that's niggling. You bang a niggling job off. Okay, task to do. It's niggling. It's on your mind. Get it sorted. I know I needed to come in, sort out what I needed to do for the invoicing for yesterday. That was on my mind. I had a shed for appointment to sort out that was on my mind. I have nothing else in my mind except focusing on helping you get a handle on your work. So think about that as you move forward. I didn't mention toe achieve list. What is it meant by to achieve? Well, so often? We may have things listed to do, for example, that we may have. And I'm gonna show you what's on that phone. A client do some time management size, chased this client, trace that company, do the end of, uh ah month's figures. I've got a book. Some flights reducing new business cards were off to the vast e match. Who were going to invite to that? I've got that networking event. The institute, old blah blah got a deuce and articles for the Web page is not gonna talk to jot Institute of Management about their CPD Well, that's my to do list. Now, if you look at that, you know, really what I'm doing doesn't matter. But which ones? The fun things but myself on those flights to Dublin? Yeah, because I got that course over there. And we're gonna go the night before my son lives in Dublin and have arranged Have a meal with Let's get on toe your chosen airline. Okay? Yeah. Brian Air or other airlines are available. Book yourself on. Check it in. Sort of meal out with my son and his extraordinary, attractive girlfriend. Wonderful. Isn't that lovely? What a lovely time that will be, but isn't the most important thing I've got to do. What else is on their vastly list, varsity? What's all that? About what we could have asked him, Actually, December. Oh, brilliant. Oh, who were gonna invite that? Who do I like him too? Until there's not whose turn is it this year? Sort all that out. John is a client. It's made mine really get on extremely well known each other for 15 years on, we socialize outside of work environment. Now you see, the problem is that all of those things I just what you want to do, and you tend to end up checking off those things that you want to do. This 10 things on the list there. In fact, I may do something as in invoicing yesterday. And then, if you're really, really sad like me, you could end up by writing on the bottom of this yesterday's invoices on Put a Tick next to it you have. Actually, it wasn't on the list originally, but you put it on this particular it. Now look at all those ticks. You've got to tick off the Dublin flights, take off the vast match business cards. Well, you need to get those printed absolutely crucial. I've still got some Children's in the on the desk here somewhere. Really need all that. You know. It's those sorts of things. So here's what you do. Turn it into what you want to achieve the endpoint. Now I'm phoning John to get him to agree the fees for the next piece of work. I want to update the time management slide Cinder. Today I want agree the agenda. I want to send the figures to accounts. I want to book those. In fact, I won't I'll delegating somebody else. I'll agree the artwork and sign them off. I'll agree the invites and delegate that as well. I'll pack for that particular networking event. I need to complete the articles, not do the articles. Complete them on. I need to contact. See, I am re CBD Green dates. Now then what you'll see in the second column takes a little bit longer. But now I'm absolutely clear what I need to do rather than just sorry. Absolutely what I need to achieve at the end point rather than, say, phone Jonah phone phoning John John as I mentioned a good buddy of mine. What's gonna happen? Well, if I phone him up, he'll talk about its Children. We've done this. Be done that where iwas last time. He he owns a ah, racehorse. He'll talk about last weekend. Hated park on. I'm get to the end of a 5 10 minute conversation anyway, man, gotta go and put the phone down. I look stupid because I haven't mentioned the course and the fees. So by starting with the end in mind, I can pick the phone up. Hey, John, I just want to talk to you about the fees, and they want to hear about your horse. Bang straight into what I need to do, and he knows there's a conversation coming up, so that's a start. To improve your to do list to what you want to finish or achieve list on, then allocate some way of indicating the priorities. Onda. We can look at that a number of different ways. You may use a color traffic light read have to do today. Amber Green, for example. You may want to do that. Another way of doing it. Illustrated on the slide. You might want to do a for today, be for the week and see before the end of the months. Then you can prioritise each of those A's or B's or C's or the reds or the amber or the greens with some sort of number. A one a two, a three and so forth, and that will be very helpful so you can see that in any given any given day my A's as their represented. Their things I'm going to do. If it were my day today, then I would agree the fees so this could be feeling that that's that's the key thing. Update the slides. Send the data. That was a fee earning exercise. Must sort that chase for the agenda of the meeting. Got a presentation to do, etcetera, etcetera. That's all about fee earning. Okay, then somewhere down there. And I've got to five because I'm stupid. Put it on the slide with to a V's. Agreed the dates will be the next one, and the one after that will be to sign off the artwork. And that will be a pretty busy, busy day. Getting all that sorted on life is good. So as you can see, you would prioritize it. News your own way of prioritizing. Decide in the timeframes what you need to do today, this week, tomorrow whatever. And then later on. So in other words, it's not all in the same lump. And you're not just picking off the ones you fancy doing at any one time. Then what I could Dio is to represent in terms of number of minutes, how long each task will do. Now it seems a little bit over egging the pudding, but it's absolutely fundamental. So let's take each task on. I've decided this is what it's going to be these air. How many minutes each might take. My five minute phone call is going to take 15 minutes. It won't take 15 minutes. Flick. Five minutes. Agree the fees and it may, because I know the guy we have a long business relationship. It may extends, won't accommodate that. But that's fine. And I know that it updating the slides will take me an hour about I've allowed on our quarter 75 minutes. And so it goes on, OK, and when I've done that, there's one last step because it's just on a sheet of paper or it's on. My task list on the PC is one thing missing, and that's this is to put that timeline into a diary. Okay, those are the key activities I'm gonna do, so I'll start the 1st 1 at nine o'clock. I may have been into the office of earlier than nine o'clock, but I know John doesn't get in because you been phoning the trainer in the morning. Probably eso I leave it till nine o'clock to make those phone calls. So do that at nine o'clock, and then at 9 30 I'll start updating the slides and so on and so on, allowing myself those periods of doing the things that need to be done with things, then to pick up messages on so on and so forth. And in that way I'm shed during my time because it's in a diary. Task Lisk. Whether you do it by monthly basis, whatever it is, then at any given time you know exactly what you're gonna do the following day on the last tip before moving on is, do not leave the office or any day without having a very clear plan of what you're going to do tomorrow as best as you can. OK, now I know that many of you in legal aid the phone goes on. The ah gets hit the fan. You had absolutely no idea. You've gotta go clean the fan. I understand that those other tasks that you could new and could predict put them into some sort of shed JAL. Because when something like that happens and there's a phone call you got to respond to, you got to get to the police station as a child protection issue. Absolutely fundamental. You cannot have the leisure off deciding well Yes, I'll get around to that later. Got this to do for you things to do Next hour or two, you've got to jump immediately. But when you do have a schedule, there's always said if you don't plan, you were about to change it. The purpose of having some ideas that when something important happens and you guys do important stuff, you know the effect off the slippage. You know what's coming up, and you can move these things around. The diary systems online are so good you could move these things around. But you've still got the tasks. You know what the end point is? You know the duration, and you could move them around and you are will identify your start times as soon as you move it in your diary. Then you're getting stuff done. You worked long enough hours. It is on call and so on and so forth. So I hope that's giving you a few suggestions of what you might do to make life easier for you When it comes to prioritizing your work. It's a while you manage yourself on a day by day task by task basis. I met these six questions to describe to sort of the journey of life, if you will, on found it very powerful from an individual point of view to think about my own situation going forward. And I wish I'd known this a long long while ago because it did help understand how to make a proper plan to achieve what I want to achieve. Managed to get there in the end. But I think I could have done it better on you can use this either for yourself as an individual or indeed for your team. So I'm doing this in a team context toe Look at how individuals for yourself as a supervisor and within your team can better come up with approaches to overcome difficulties in achieving particular goals. And these are six smart questions. So I know that within the workbook I have put together rather shamelessly because I am from Norfolk, a palm there with High six, it is not remotely suggesting that any human to be made from disfigurement. That picture on Page 97 is not anybody's disfigurement. It is have been Photoshopped to produce that on. As I'm from Norfolk, you can give me a high six. I've had that throughout my life. So sick. Smart questions that I think are really worth thinking about for an individual point of view, individual staff member point of view or, indeed, your team. In the department's point of view, the first question is this. That is very straightforward. Where are we now? Where is the firm now? Where's the department now? Where you now? Okay, on what your time? Nine. Getting there. What's the firm's timeline to getting there? So where am I now? How did I get there? What have I done so far to get there? And then where am I going? What's my plan going forward or what is the firm's plan going forward? What is the strategy? What is the plan? Where are we going? And if that's the case, well, why do we want to get there? You're a supervisor. Are you yet a partner? Are you going to partnership? Where are you going? Why do you want to get there on? You'll have your own personal reasons. Why does the firm want to change and improve while to deliver better services to clients that it serves on? Continue to develop the prosperity of the business that we can all share in whatever the reasons are, you need to know why you want to get there. So for individuals, why do you want to get there and then what's going to stop us getting there? Maybe it's time. Maybe it's money. Maybe it's a legal aid, whatever it is. Whatever your situation is as a supervisor within your organization, there will be things that get in the way, time, money and resources, regulation and so forth and those of the barriers, then you as an individual or the team them as individuals. What must we do to overcome those barriers? Because that becomes the plan. And therefore, these very six straight forward questions are something. Once you're familiar with them, you can reiterate. Keep that in mind. Where am I now? How did I get here? Where am I going? Why do I want to get there? One of the barriers on what is going to be the plan to overcome them because the why we want to get their becomes the go towards motivation. Why is it were going on this journey? Why do we want to get their therefore as it's so important to us. The barriers identify the limitations, and therefore the plan is to overcome the barriers. So you find that useful. But remember when it comes down to it, But not everything we have to do is off the same urgency or the same importance. So that's moving on to look at a classic piece known as the time management matrix on four areas here are quite useful, and I've used this on the flip chart on the wall chart. You can see behind me from time to time. I could draw out four areas there on looking at it from the my personal part of you or the business point of view of the firm's point of view on, we think about what do we need to do? We have various tasks with various amounts of urgency. They could be very urgent or there could be not very urgent. It's a broad classifications, isn't it? And if you want to be a little bit more sophisticated, what it means is the top row. Here is a timeline. Top left is now on the black line. In the middle is the end of the work today. Andi, just over the black line is the beginning of work tomorrow or next week or whenever it might be. And as you go further and further to the right, that becomes further and further into the future. So everything is a timeline. I have X and Y chromosomes. I therefore do not have the multi tasking chroma zone, so I'm unable to multitask. I just do one thing at a time on get things done and move forwards. So that's the urgency is very familiar thing. When you looked at your to achieve list, you identified urgencies. The A task the red tasks were today on the be with this week on the sea were a little bit further away. The end of the month, sort of things that you were defining it on the timeline on your priorities in any particular time with their Well, that's fine. But the other dimension, which makes this time management matrix so powerful, is that we look at the importance of any particular task that you or the team have to do, and some things will be very important on some things will be not as important on this scale is they figure that you could look at on decide what the measurement might be for me. Anything above the nine. His earning fees. Anything below that line is running the business now. It's not to say that things I need to do to run a limited company, etcetera, etcetera, is not important. But it is not as important as earning the fees on again. It could be that sort of grade, right at the very, very top is earning the fees on running down the list of Very important is to deal with management deal with issues on, then under the line. The things I could lesser importance, right? The way down the things that I just don't know why I brought Mom Eliska there clearly are necessary to do at all. However you put those two, Uh uh, dimensions of this matrix is entirely up to you, but once you've done that, you get four broad areas. Okay, areas one very ocean, very important. Well, that's todays work. That's today's fee earning work on the phone will go and things become even more urgent and even more important, from the list of things to be done today. So what you had planned to do today. You now no longer do it today. You have to do a little bit later today because you got a leap out because there's an issue or client or whatever. Okay, so those a movable feasts, we look at how we handle those on the effect of handing this because that is really in the hot seat. There will be those things that are very important to you but are not as urgent. And they, therefore are the are the feeling. If you're Fiona, issues that run further down so important for non fee earning supervisors, of course, maybe have to do with that the support off those fee earning individuals. If you're in support, vault roll, your staff are in a support function. Then what's very urgent and very important is to sort either the fee earning matters out because you need to be saving Fiona's time. So Fiona's get on on bring the income in off which everybody depends. Obviously, that goes without saying, or secondly, it may be that what you need to do is very important from the client point of view. Your your role, your purpose, if you will, would be described as saving any fear in a time or supporting any client doesn't matter who it is in terms of Fiona's or who it is in terms of client, we have our roles, and that would be very important for you as a supervisor to sort that out. There are other things that you will need to do as a supervisor will not be as important as those two, but would fall down into the lesser importance running the business. That's still important, but not as important as making a customer or keeping a customer. The purpose. Your business supporting people that are fee earning from delivering services to customers. So I hope that helps with both groups. Either Fiona's or support staff supervises to get a handle on what is meant by urgency and importance. And then the rest of the time. Of course, it spent that way, so urgent things that need to be done today for support staff supervisors will be things that have to do with clients and things that have to do with fearless and there are non importance, urgent things, important things to do but non urgent that need to be sorted out tomorrow, later this week by the end of the month type of thing. Having said all that, there may be something that actually falls into the very urgent, but not as important as a client facing matter or a support supporting fear on this matter. But it is nonetheless very, very urgent now what I mean by not important in this case, maybe just not important to you. The sort of thing might be that you answer the phone and it is the school off. One of your colleagues, Children who has fallen ill. They've been sick. They need to be picked up well. It is, of course, very urgent For the child, it is very urgent, parent. It is also very urgent for you to get that message passed through. But it isn't important because it's not your child. It is not, therefore something you need to dwell on. It's not to say that it's not got to be done, but there's different ways of handing those sorts of tasks on. Then, of course, we have the non urgent on important tasks of which fill in anybody's day, and we will have some of those to some degree. Okay, so how do we express this? Well, let's let's put this little diagram here. This is what you've got in the notes on. We can see exactly what we're talking about. Urgent, important tasks and so on. So how are we going to deal with ease? Four broadly different areas and again within the notes with these have been described in a little bit more detail for your own page, he says. Page 98. What are the consequences off the time proportions? Well, let's have a look at what we mean by very urgent, non urgent or indeed important, very or non important. So what are we going to deal with First were clearly the very urgent, Very important first. Well, what we're gonna do with those, we'll just do it. If you're Fiona, it has to do with fees. If you're supporting the owners, it has to do with fees. It has to do it, then earning the fees. It has to do with them supporting the client because that is what you're therefore to deliver excellence in access to justice, legal services, whatever they might be. That's what you're about. There's your focus, and that's probably quite an obvious one. But the next thing we need to look at is thieve very important tasks that are not urge. Well, what are we gonna do with those Will die arise when these tasks are going to be done. What time you're starting them tomorrow. What time you're going to start on Friday? What time you're going to start the next week or before the end of the month? Which day? In the enemy start. And therefore, how much of your day is plural? How much of your days should be spent above this horizontal line? One or two days a week, three days a week, four days a week, five days a week. Well, I think you should spend a large portion of your working time on during the very important things that are related to your role. Your role is different from my role is different from my office. Manager's role is different from people data, but we all have urgent very degrees of urgency on. We need to focus on what our job role is about because after all, that's what our pay is for. That's what I pay Review is going to be focusing on on That's where we're going to be progressing. So what about those things that to us in our position are not as in as important, but a nonetheless varying degrees of urgency? Well, if it is very urgent, but it's not important that you do it then either give it a task to somebody else to do immediately. And therefore, if your supervisor off people that you know there were schedule, there may be things that are of lesser importance for you that they may value from doing t get more experience and up skill your group so you could delegate things to that. Do it to get it done. Get it done today, and that will be a delegation. Or if they isn't something you would delegate to somebody, then you might do it very quickly. So let's take the very unfortunate situation of somebody else's child. Poorly. It at school phone call comes through that you may just turn to a colleague, but I'm a bang in the middle of something. Get hold of Colin. John is not so well at school. Can you get that message immediately? I need to get this sorted out for such and such a kind, and that is a delegation thing. We're hopeful that or it may be that you take the message. You think, Oh, no, be around at the moment. Must do that right? I'll open up on email. I gotta sort 1,000,000 not you. Gotta grab it. Post it notes scribbled on the phone number. Urgent. Stick it on the desk as you on Collins desk phoned the school. Here's the number on that. As you go across there, I don't know where he is. Please make sure somebody else in his work area there's a message. Very, very urgent. It's the school one of his jobs. Not well. It's on the So when you see him, make sure he gets the message done. It's not something because it is something we want to do quickly that we will fiddle around with emails and open up addresses and all that sort of stuff get the most out of the way. They are urgent, but getting sorted out there just not important for you. They're very important for somebody else. Don't misunderstand me. It's just therefore you want to make sure it gets done, get it done properly and not spend your time firefighting. Now, if you're a support staff supervisor, is it your job to clear the paper tree off the printer? Maybe it is. Maybe it isn't if it wasn't, get somebody else to do it rather than firefight yourself. Yes, it's urgent. People need printing, scanning, faxing whatever it might be that your machine is doing. You just don't need to be dragged into firefight, because while it is urgent, it's not your job role somebody else has. That job role may be, in which case, get them to do it. Finally, we have those non urgent, non important jobs for the D word there is to dump them on what on earth you doing with them? They're not urgent and important. Why do that? And what was interesting is I tracked on a time sheet all my activities for a period of a fortnight over the Easter Ah bank holidays a couple of years ago. So these were for two weeks, each off four working days, so eight days in total and I looked at what I was doing, try to classify them in terms of these four ways during it, die rising it. How much time would I spend up there. How much was I actually getting involved in stuff that I can either get out the way quickly or delegated somebody in what was quick? If I do it myself, just do it. What I found I don't know how pleased I waas with this. That 80% of my time was above the line. I'm a Fiona Ah, director of the company. Earning fees is what I do. So 80% of my working time over those two short weeks, 80% were spent thier earning or planning for FY owning things, getting on with that and then 15% I found myself being dragged into the delegates do quickly sort of things doing them quickly, and every else was around. I just got on did them on 5% to my shame. Waas looking at things that I needed didn't really need to do it wouldn't have mattered. And some of those things had to do with being a chartered marketer chartered manager, responding to online surveys from an institute. Well, I did them because it was about our past four and really finished. My work for the day had been in since eight o'clock, I felt when I just clear this out of my inbox, it might be funding to do like this. I'll wait and go home. Five oclock. But I forgot to say I have been involved as a chartered manager since in 18 85. Why on earth? 1985 18 85. Why would I want to bother doing those sorts of things I could just have got out of? There are past four on done something more interesting and useful with that often. So it was my choice. What I'm saying is, the 80% above the line sounds pretty good, but 20% below the line. Hang on a second. If you work a five day week, what is one day as a percentage off your working week? Yes, one day is 1/5 20% is 1/5 off your time. So one day a week. 1/5 I was doing stuff in my senior job role. That was not particularly important. You know, 10% of a of a 40 hour week is going to be four hours. So here I was spending eight hours and stuff that wasn't particularly important in my role So what I did was to decide, right? I now need to work on getting my team to do more of those things. That delegate stuff, the urgent stuff shouldn't drag me in because I was doing things that I could have delegated to somebody else if somebody was there. That's fine. It's 15%. That's probably not so bad, you know, three hours of the week. Well, that three hours and 40 hour week isn't quite so shocking, but certainly that 5% of the time. Waas. Of course, something needed to address and just get rid off. Go ahead and do something else. I could have gone for a cycle and up cycling. I could go for a jog. I couldn't walk about the dog. So use the time manager matrix as a way of evaluating what you do and seeing if there's a better way to do it on. Remember what I say. It's always difficult when you're up to your but in crocodiles that your first intention was to drain the swamp. So for me on my campaign, going forward is to make sure I'm working on swamp drainage, getting rid of those crocodiles and might otherwise compromises. I hope that's useful for you. Leave you with some ideas on productivity. There are some notes that I have put together managing your resources more successfully. I put these together on ideas to boost your productivity. Right. Daily goals. We've talked about that. When you're going to start work, put a fixed time box to do it. It's going to take you 15 minutes. Get it done once. If you allow yourself to be interrupted, then it's gonna take longer. Use whatever you can to schedule time, focus on the fee earning and stop being interrupted by other people on social bits. And he's a fixed time box. You do it. Bang a niggling job off. We've sorted that one out. Get rid off the box three and four from the time management. Just don't bother to do as much of the fire fighting off the lesser to you important stuff. What is your job? Focus on that. You're a supervisor off support staff. Your role is twofold. Save Fiona's time because they could get on with the feeling. And if you are able to support help a client in whatever way in and support start function and that is above the line for you. Everything else. It must be done quickly, promptly for me, I have to choose my moment. What is the point when you're in work early in the morning? Nice and fresh, ready to go? Spending your time tidying things up when you're tired? End of the day you want to get out of there, you'll do it so much quickly, and that will be much better if you look at the data law time management program. I talk about matching tasks together on illustrate the way of doing that. It's so much easier if you've got phone calls to make. Then you set some time in your diary to make all the phone calls, and we've got some writing to do. Choose to do those sorts of things in a particular way. Ah, now I find if you set yourself a begin time, you'll find that you'll be hitting targets a lot easier on just setting a when I need to end time. I need to create agendas for meetings, and it's rather just a bullet point of things. It's not only is the agenda item what the objective, the agenda item is and what the timeline is or three columns on the meeting agenda. Very important. 80% of your time must be on the field, Ernie. Major parts of your job role if you're in a support staff function on. The other thing is, I am great. Advocate off getting up from the desk, walking about. I put my hat coat on. I step outside. Whatever the weather on, just get some fresh air for a minute and 1/2 to clear my head. Then things better. Because remember, when it comes to your productivity, this is your mantra. If it is to bay, it is up to me because there is no such thing as time management. The only thing you have is the opportunity to get old do stuff. Okay, well, finally, let's take a moment or two of one of the other important parts of the level three syllabus for supervisors, whatever their hue is to look at how you manage your resources. So quite a few useful ideas here on the notes world support on that for you that you will find on the page, he says on page 100 off the workbook. Quite a hefty workbook, but it's there to help you. So what we're doing managing our resources Well, the first thing we need to look at is to make sure we plan to plan because poor planning produces poor performance and you can put other piece in. As I've said before, you have planned people it staff plan how they're going to use the time, how you're going to use your time, how you allocate your resources. You've got a plan to set those together. When I say plan to plan. I mean, pull other people together to help you with that planning. If you plan on your own on implement plans through other people and they haven't joined in the planning process, don't be surprised if you find some resistance from time to time. I like to take that systematic approach. I've looked at job lists and turned him into achieve lists. I've looked at hitting targets in terms of time and start times. Hitting targets in terms of start times is another example off the systematic approach di raising. We've got better resources than we've ever had there, how old you are. But certainly when I started work the whole idea of putting people together for a meeting would take me or somebody else a lot of time like a doodle now, because we've got the resources, a systematic approach to do that. So use that technology everyday software, whether it's ah, Adobe or its Microsoft or whatever it is. Mobile communications. All of those things are so important to you. Make sure you invest some time in learning how to use them better on. Don't take too much time repeating the same old mistakes. They're much better for communications if they're the right sort of thing. We have talked about hierarchy of communications between face to face telephone conversations in real time or e mails and use it in the right sort of way. There are some resource management software's around on outlook tasks so forth is one off them. There are project management software resource management software would be project management software. Personally, I think a spread sheet in Excel within the office portfolio is probably going to be as good as you need for most of the things that you face but also, of course, case mansion systems, which are plenty those and you'll be familiar with the ones that suits your firm best ons. Use those to shed JAL your project. Use those to make sure that people know what they've got to do when they've got to do it. Who is on the critical path, and they then considering the start time. And you can remind yourself to remind people your about their start times rather than chase them towards the end of their time to see whether they've done it yet. Chase them before they're due to start. I just want to make sure that everything's okay with you, Jane, for your piece of work you've got to do tomorrow. 10 o'clock. Anything you need from me in order to make sure you start at that time sensible, good supervisory practice, because that creates those work schedules you've got. There's they've got theirs, you're on the same page and you're helping and supporting people perform on. That's going to make life so much easier both for you. Because I've mentioned before. Projects do not go wrong at the end. They always go wrong at the beginning, so make sure that we're going those sorts things on, then work to daily or weekly schedules. If you are illegal aid supervisor and Fiona, I've already mentioned the problem can occur with sort of work you get doesn't mean that you ignore, shed, rolling and so forth. Because if you don't have a plan, you can't change it. In other words, he doesn't effect off on urgency, crisis or panic. Unless you got a plan to know what's being nudged along on investing time in plenty will save you so much time. That should give you a much better work. Life balance. So I hope I've given you some ideas. I don't know what decision Jurgen take to implement those things. As always with the data, all program is entirely up to you to review what you need when you need on dig into the resources within the workbook, for example, and make some good decisions that you have to manage yourself with the time and resources you have around you. Did I mention decision making? Let's explore that
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I think when it comes to having the wisdom to make good decision, you're realize that wisdom comes from having experience you would not have had if you don't. He had had the wisdom in the first place, and that's really part of the problem, isn't it? Is decision making. Where to get the experience is how do we when we make a decision, limit the way in which we could end up making a poor one? So this section here is a very important one, of course, as they all are, perhaps for the supervisor to improve their decision makers. What I'm going to share with you in this section are some useful tools and techniques to engage the team your staff in some of those decisions that you need to make. Sometimes there is no decision to be made because something's already made it for you. Any decisions about the implementation? We've talked a little bit about that in this program. What about decision making skills? Well, I think there's a number things that we can think about. Andi Workbook is always backs up with more ideas for you because what we need do as suggested here on our school blackboard. Are all those alternatives that we have? How do we judge between those uncertainties? What about those things that could really go badly wrong? What about the high risk consequences? What about those people that you have to deal with on the world? It seems to be getting forever more complex. So decision making skills start, we're saying, What is the nature off the problem? Interviews, examples and before on the classic and horrific one of the shuttle disaster back in 1986. What is the nature of the problem? Can you prove that we can fly? What can you prove that we can't fly? Those are two different aspects of the same thing. But the outcome, of course, was particularly catastrophic. Proving we can fly is one sort of problem, and that would be the better one to solve. Prove we can't is what in scientific terms is called the No hypothesis. If you can't prove something, then therefore the opposite must be true. Well, when lives at stake, maybe it's not the best idea refined the problem, re define what that problem is. We've gone on this program to explore some of the issues to do with that. And then once we know what problem we're trying to solve, we can then get our team involved in collecting on summarizing the data that turned into much better information. But again, on this program, we've explored the abuse of statistics and collecting online information or wherever it might come from, whoever it might be given to you by what the issues are, what their agenda waas When they put together some information for you, we convince a Well, okay, how do we create those alternatives? And I've got three examples of how we can look at creating alternatives and then explore what are the consequences of issues associated with each of those alternatives? And when we have that we can create those options on, we can look at it in some sort of priority, and I'll demonstrate how we prioritise options when it comes to making decisions. A simple technique on acquiring a new vehicle for yourself, the family or wherever your situation is. We can have a look at that particular example there, once ones made the decision, Rather, Provera Kate. Let's get on with it and get things sorted. Let's get the issues resolved. Let's get the barriers sorted out because the overcoming the barriers becomes the plan for the implementation, implementing that decision, making sure the measures are in place to demonstrate that we're learning as we dio. Because I'm a firm believer in having a learning organization that continues to learn learning how to do things better next time is an obvious one. Clearly quite important. Andi, evaluating how things went in my view, refers very much to the person doing the job, putting the implementation together, getting other people to implement, to evaluate the job off implementation rather than you dual the assessment. People like to know what constitutes a job well done. We talked about this in part while and then they can report on whether or not the job was done to their standards that you define when you delegate it. Set the brief on your exploring that in the assessment we look to that remember in Stage one, so decision making skills is absolutely fundamental. So what are the tools that we can use to look a identify particular risks on indeed causes of problems In no particular order, these three tools should help you sort out identifying the potential risks of particular solution that you're putting forward deal with the problems and so forth, and they could be used in many ways. I would advise not to use them just on your own. The real benefit off, um, they can be used by the team to contribute to the decision making, enabling the effort put into implementation. To be that much easier we're gonna be looking at on this program is something called ranking rating on that suggested there takes the emotion out of the choices because we were able to give some firm metric to the the rank most important things on to rate each of those choices. Accordingly, we end up with a much better decision. There's a consequence. The force field analysis looks those things that going to help you get to where you need to be on also things that are going to get in the way of achieving what you want to achieve. That can happen at a whole variety of different areas. When you're planning on putting together something, a project to organize and you want to see what's gonna be happening at each stage, and it's using a ranking rating approach within that. The other thing, that's an absolute godsend. If you want other people to buy into the decisions that are being made on, look at potential causes of the problems is something the causing effects analysis, known issue car After Mr Issue Cower used in analysing making good decisions. It's also known as a fish bone diagram. Basically, what it's looking at is what are the causes of the problems so that we can stop the cause of the problems. We won't have the deal with the problems quite as much so quite interesting. Let's have a look at these on Talk about Ren ranking and rating. So what is it? Well, Aziz suggests by the title is that we rank options and then we rate those options. I get some sort of metric. So why do you want to use it? I suggested on the landslide. You're using it to take out people's emotions. Oh, I want to do this. One want to do that? We'll know if I would like to do that one. This one This one looks like more fun. Why don't we try that so that people can focus on what is a rational decision to decide on the best way forward. And therefore, when do you use it? Before you are going to start something you can say. Well, okay, let's use this so we can iron out the creases before we hear much further. We can use it when we have have collected data on various options. And we now want to decide which of these options we're gonna be most appropriate for us. So what do we do? Six very easy steps. Okay, you've got some options. What are they? A, B, C D. Whatever on how are you going to select them? What are those criteria that are going to be right for your project? Maybe it's good. Return on capital employed. Maybe it involves a lot of people, maybe involved just one or two people. Maybe it has high visibility. Maybe it's got a high chance of success so that people buy into the processes that you're trying to run. Whatever it is, it's entirely up to you. And those criteria could either be essential and then to decide what will be desirable. So what are the essential against the desirable options? What do you need to happen that will be essential. It needs to keep the budget. It needs to involve everyone in the department. It needs to be good. Visibility, infirm. What's desirable? Well, would like it to do to run more quickly, would like it to be not distracting from the feeling would like it to be something that's well within our grasp. So the essential, desirable, then, quite obviously what you're doing it to say of all the options which one meets those essential must have criteria on. Then we're rating the remaining options against the, um, desirable would, like toa have criteria. And then you were using a calculation which I'm gonna take you through to find the appropriate turtles and make sure you've got the best option. So what we're gonna do here? Well, we might use it as an example, which a lot of people might be familiar with you drive a car is that you're looking to buy another car. Okay, so you wouldn't necessarily do this, but it just illustrates the process that you could use. You may not use this in practice, but it will demonstrate quite easy you could relate to the whole process. So let's suppose that the idea is to buy a new vehicle. So what is central criteria? Well, let's have a look and see what we've got. We want to buy a BMW SUV, which means that X y on X ray. If you know the brand on, it needs to be an engine, at least two liters for pulling a trailer. So it must be that that's fine. That means that we go to being drug dealers. We check online from being burnt vehicles on. We don't look very perfectly reasonable cars from other marks, so that's what we want to do. That's what we want. So then, if those the must haves, then what's the desirable? Well, we wanted desirable price. It is desirable to have a service history we want. Low mileage is desirable of warranty, therefore not private. Private label point from Garage is going to be important to us on the condition must be pretty good as well. So these air desirable things that we want tohave on, therefore, which of these is most important that are all the same importance. Some may be higher than others. So, for example, the most important thing that occurs to me when buying a second hand cars, you buy one with the low mileage. It just seems to be that produces better value. That gives you the long levity. That means that there will be occasions when things like the the diesel filter doesn't have to replace what could be very expensive. So low mileage is top of our list, giving 10 points where a service history Well, we're going to get it serviced anyway. So if it has a history, all well and good, but it's not quite as important. So we'll give that a four warranty condition. Can't decide between those that sort of middle of the range on price, where we know that prices would like it to be this price. It's a lot higher than that price. We're ignoring it. So this price, the best value we get, So we're giving them a waiting. They're not all high figures, low figures, but now we can make some decisions based on So now we're quickly that we can go and start looking at some vehicles. So we go out a ZA couple dealerships near to me within 2025 miles. Something like that. So we get around. Have a little look. Check online, Go and see a few vehicles, but because I know what I'm talking about, I I own will go and kick the cars if I know what I'm doing. Kick the tires on the not just cars, it's not. Not polite. Just kick the tires knowingly and nod sagely looking at the vehicle, nodding as I look at the rear of the car and all that stuff. So what we do, we're gonna have a look at our options. Well, these are the options. We've got our eight options here on while we were there on the dealership, we happened to notice couple cars that work BMW, SUVs. They were something else. There was an Audi. There was this there was that so f and h are not off. The BMW happened to see them. Um, but what's got more than two liters? Well, there are four cars that actually meet overall are must have options that are BMWs of over two liters. So that's a very straightforward things. We decided what we must have. Therefore, we can dismiss Carl's, A, F, G and H, so we've ended up with some options. Let's go have a look on. Find out about those four options and compare them to our desirable characteristics. And then we can score them. And this is what our table look like. I've got off four vehicles a, C, D and E on across the top. We've got the criteria that we're looking at for our desirable criteria. Price service, history, mileage, warranty on bodywork and waiting is there on? We've looked to that. My wife and I have scored each vehicle out off the waiting maximum Onda. Uh, life is good. So vehicle A for examples gets four on price. It's It's one of the cheaper cars number. Cardy is the highest price that we've scored. That two and so on and so on. In terms of mileage, the Car D has the lowest mileage that scored nice and high car. He has has the highest mileage that scored lower on the miners scale. Now what we're doing, he is everything. Well, okay, what we'll do, We have a waiting off 30 points. So let's score it on the waiting basis. So you add up across each of the rose 43534 for vehicle A and its schools 90. Okay, last quarter. Let's go 19 out of 30. They will score 19 out of 30. See, what we've done is that we've just scored them and ended up scores. What we need to do is to take account off the waiting. What we doing here? If we multiply looking at the weight, the boulder waiting I If we multiply six by 64 by 4 10 by 10 for 55 we gotta figure off 202. And then if we take each vehicle which we can't decide just purely on a score as we see there, they've all got 19 points. What we will do with Vehicle A will do four times 63 times for five times 10 and so on on. We find that vehicle a scores 121 out of fossil possible 200. And as we go down, we see the vehicle. D is the most favorite car because it's got 100 35 points because with multiply two by 63 by 48 by 10. That's why mileage as the most in important, desirable, characteristic low mileage that has the lowest managed. That's why it is actually outstripped. Maybe you do look to that. Several could guess that. Anyway, Mac, why did you have to go through all that? Because it could have been other things come up. So if we go back to the dealership this time needed to replace the car and find that D has already been bought, we still have the option of going to Carsey, which does pretty well, not as good as cardi. But at least we can hope what our priorities would be very simple in process. What it has done is that we've been able to discuss the options that we've got and explore the alternatives within that. So nice little exercise or very good. Just a couple things. If you're not happy with the car that you've got at the end of this exercise, you have to say, why not? Is it because some essential criteria hasn't been established? All that you're waiting off the desirable characteristics that you've got is not where you think it should be, in which case you can go back to do it. So that's important. For example, if you end up looking said Well, actually I quite like the blue one will hang on blue. What wasn't there is color eso Are you looking at black? But we do school that is desirable, as against the blue or the white or whatever color range being color was a desirable characteristic. The other thing to note is that your team and here is a team to getting together to decide what was essential, what was desirable. If it's a particular range of options, you've got within your situation and you want to rank and raped those options, you could then have a look at exactly the same format. It really doesn't take any longer to talk it through on. You'll come out with a much better, um, decision that's taken the emotional part out of it. It's made it much more rational on most decisions. We take our balance of rational, over emotional and in practice were rational in our thinking. We're emotionally in our decisions on we back it up with a bit of rationality, so I hope that's useful, in which case the next exercise will also be helpful. Growing from this ranking rating to look a, we're going to do something water, the potential problems that we're going to face which ones we're going to focus on to get some sort of contingency set up. What we're going to do here is to look at the project to identify the potential problems in its implementation on a very simple case study. Imagine that once a year you desired to have a firm wide dinner to reward people for their efforts over the year. Or imagine you're gonna have some serve annual dinner. You're going to use it in a private function room at a local hotel on You're going to involve a guest speaker. You're going to get something from the law society, long or whoever. Whoever for whatever on this little exercise here is very good at doing four things for you. One is that you'll say, Well, okay, where are the problem areas? What are the likely things that things could go wrong? Andi, can we identify specific problems within particular areas that's going to be important for us to get a handle? What's gonna cause these things to occur on what are the action is going to be appropriate to prevent them? Then what contingencies do we build up now? None of that will be of any use at all if we didn't have some sort of way off focusing on the things that are going to be most important. This we're ranking rating is used again in a similar fashion, but it's just a slight different way of looking at it from the point of view off potential problem analysis. And it's called a force field analysis and force field analysis means there are some things they're going to help you on the world being what it is. There's some things they're going to get in your way to barrier. Some hurdles, six questions we dealt with a moment ago. Where am I now? How did I get here? Where am I going? Etcetera, etcetera have to do with identifying the restraining forces. So the first thing we do when we're looking at our annual dinner, what's gonna make this annual dinner a success on what's going to scupper our best laid plans? The obstructions? What are the alternatives we've got? Andi, how do we overcome some of the barriers, the most important ones to ensure that our event is a success? So if you're in a situation where you're asked to organize one. This will be a very useful tool again, as mentioned before, to bring out the people on board with the analysis on the decision making of what to do and who does what. So what are we going to do? Well, we look at the things that we'll have forces driving or restraining forces on Well, list Those is either helpful, not helpful. Then we look at the two areas to say, Okay, to what degree can we influence these things? Low score. We can't influence them. One score of 10. We have absolute control of this. On what effect will they have? One will be a very small effect on the success of our evening annual dinner. On 10 will have a catastrophic effect. So there you can see we're getting these ranges off both influence on relative effects off the force field. It's a type of ranking and rating exercise, and when we've looked at that, we can then say OK, we've got finite resources. We don't want to run around headless chickens doing everything for everybody. We want to focus. Our efforts are time are people of money to make sure that the most significant effects off driving forces for success or indeed restraining forces for limiting our success. Then we know where to put our efforts. That will save you a tremendous amount of time, a tremendous amount of effort, and ensure that your project, the annual dinner, is a success. So let's have a look. What we do is to take a simple sheet like this. It could be a piece of flip chart. What is it we want to do? Have a successful annual dinner? Then we can use our team to say What's gonna make life easy? What's going to get in the way? So this has been put together within the workbook for you. We've identified a whole variety of different issues that go with that on. You can use the information within the workbook to put that together on. That, of course, is on page 108. You have a table a bit like this. It's called the Force Field Analysis sheet and and you identifies positive forces, negative forces and then things that cannot be influenced. So the positive forces will say, Listen there for simplicity and expedience. 1st 6 are the things they're gonna make the evening a success. Get the invitations out, get a good speaker. People know where to get to get the venue sorted. We get the menu sorted on. We agree, because we like a bit of a and where and push rock from time to time Or the gentleman do what you like, Or indeed where a black time, whatever it is we're going to do. Some people feel as if it's a special occasion. What could be getting in the way of having a good evening world of people? If the science of the hotel is not very good at that time of year, there's lots of lots of events going on. Maybe it's December lots events going on. So we make sure the people when they arrived, the hotel, get the right room. The staff briefed properly the number of times I've turned up to then used to run training courses, and I said, I'm with ABC and I'm delivering X Y said, Oh, who you where you're from or gender? Which room that is. I don't where the sheet is there. Not here today. You don't want that to occur, cloakroom. You know it's gonna be December time then you need a cloakroom. Get the date. Make sure it doesn't conflict with something else that might take. Speak around on the way or what have you on? What happens if the speaker doesn't arrive? Well, those are all the positive and negative forces. So that's this? Did therefore you on one thing you can't really effect is congestion on the roads because you don't know whether there's gonna be an accident that evening or not. It'll happen. It may happen. It may not happen all the road closures or somebody's building a high speed train down your backyard that nobody wanted. Ha ha! Added to which, because it's that time of year, December, there could be a lot of the staff, either in your firm or the hotel who are off sick again. You can't actually influence those directly. People don't turn up. They don't turn up. If staff aren't able to work that evening, then the hotel will put that right. Says not things you can directly influence can't bring in your own caters, for example, with all those you can then say, Well, what do we need to do is to give some evaluation off our ability to influence these things Well, we have very little ability to influence the speaking. We can invite the speaker, but if he or she isn't available, the deputy mayor's wherever it might be deputy bear. If he or she is not available, then we have very little ability to influence that. We certainly have a big influence on booking the venue map on food drink, and what we can do, then, is to say, Well, what is the effect? The effect of having a good speaker is very high. The effect of not having a map or having a map will not really be in big effect. It will be having some effect dress code. Well, if people that turn up in lander suits as opposed to black tight isn't gonna be a catastrophic etcetera, etcetera. So you could debate those to your heart's content. Put those together. And when we do that, we multiply the two together and funny enough. There you can see the village. Your influence multiplied by the effect Read score of 81 the invitation. Get the invitation, Get the venue booked. Quite possibly the rest of it is not as important. It's a fairly obvious thing. I know I'm just using this as an illustration to simplify it. So you understand what the force field analysis is about. Similarly, when it comes to the ability to influence very little influence on the hotel signing briefing, whatever you do or the date clashing because you may book it, then somebody else book something else on the same day. You don't have much influence on those speaking on arriving. Yeah, you can influence that by making sure car gets sent to him or her early enough, or that you got a deputy speaker or somebody that come in. The effect of speaking not arriving could be quite high catastrophic, so they're quite obviously we know the three things we've got to do to make sure our evening is a success. You probably knew this assumes you thought about an annual dinner, get the venue, get the invitation sorted and then get the speaker sorted. Once you've done that, then everything else will follow. But what it's done is to use the analysis to get people to contribute to the decision about the ability to influence the decision about the effect would have then that sorts out your finite resources on what they're going to focus on, or indeed, what they're gonna focus on first and then next and then the next. After that. This treat, by the way, is in the appendix off the workbook. So it's there for you now. The fish bone diagram or issue car after the name of its inventor is a very handy tool. Again, it could be graphic makes people contribute on game shows. You causation off particular issues that leads to a particular effect or problem. So when would you use it? Well, you can use it to identify problems, or you could use it to identify causes off those problems. So it has got a number of different uses and different formats. Why would you use it? Well, we did talk about problem analysis earlier on in this program. Andi. It was called Slice it up. You look at a problem while I can't quite work out what's going on here. So we'll slice it up into the various component parts, and the beauty of it is you can choose what the components might be. I'll give you some examples. It allows, as I say, the group to contribute to the analysis and then the decision making, and it allows you to root out heart. The root causes off problems why they occur, why the effects happen on you could deal with those and therefore solve the problem at its root. How do you use it? Very straightforward, Really. You look at a problem. What's the effect? What are the possible causes? Classify those into groups you desire what the groups are. And then the four simple steps are said. Okay, let's take this group. Maybe it's 90. Brainstorm the particular problems. Analyze that. Evaluate the likely cause of those things and decide how to correct it, etcetera. Let's turn them to have a look at a fish bone diagram in practice. Um, so you can use different ways off slicing it up, but said, Okay, what is the effect? The effect is that this particular event didn't happen, as it should have done the effect waas that it was delayed. It didn't happen on time. Whatever it might be trying to get a project completed, a variety of things happened, not quite sure where to point the finger of blame, but the effect was that it was delayed by a week. So what? Waas The potential causes nuclear brainstorm, you might say, Well, it was the i t. It was the office machinery was the printer. It was something like that that happened there. The way in which we did things the methods used to enable people working together was the particular problem. Maybe it's just people themselves that motivated didn't have the abilities of confidence or whatever it might be. And then the materials. Maybe it's the paper we used. Maybe it was this move. Is that or whatever? But you can use whatever you're like quite honestly on examples in the workbook, given where you can add other sorts of EMS to it, money being one off them, for example. So for each of these, we've sliced up the causes off the particular effect problem we've identified. Then for each of these, we can then split these open rather like a ah, a chart to identify thinking preferences that we've got a spider diagrams So machine Well, we've got the age of machine, the how the machine worked. What about McMahon? Powered of manpower know how to use those new bits of kit so there's a link between that, and as thes they're spread out. You can put on a large wall in your office effect, but that on a spreadsheet on a flip chart sheet, define what you wanted to be put on the wall, and then the other four can be moved around people and to it, post it, note on it, and so on and so forth. Then, when they set, sit back from it, they can see the whole bit are what Hang on a minute. If we take that and what was over there, they can physically see what's going on drawer a few of the links and get a better understanding of what's happened. A lot of fun to use on if you want to research the issue. Car fish Bone analysis is a way of getting the team to help in the problem solving, and that's plenty examples where you can get hold of votes on any critical thinking and so forth. Another program that we've delivered with data little that looks it in a lot more detail, very common. One has been around for a very long time, and it stood the test of time because it works much better than just getting you to try and solve everything as the supervisor. And then finally, just to finish this off as far as the syllabus is concerned, do remember that part K has to do with behaviors. So what are those behaviors? It This is a catchall of the whole program, both part one and part two on what the Level three syllabus looks for any D for that matter, the more advanced Level five program would look at because we talked about at the beginning toe have the knowledge. And I hope I've given you lots and lots of information to broaden the amount of knowledge that you have. The use of that knowledge in practice will be demonstrating your skills skills of using these skills again in the team aboard skills of self management, etcetera, etcetera and then finally behavior. So these are across all the syllabus parts a through two K on the behaviors that are being looked for, which will be part of the assessment of which more in another module is the degree to which you take responsibility for what you're doing personally as well as off your staff that you are the sort of person that has the drive, tenacity, determination all those things, too. Get things done and focus on the important staff on the urgent staff. Get those things down and not to be distracted onto other minor issues. You take the initiative, you take responsibility. Key behavior of a supervisor. I'm sure you've got it. That's why you're being selected to be a supervisor, or indeed all a supervisor. Good supervisors are obviously inclusive. We've looked at discrimination in the workplace, but to go beyond that, it's obviously very important that you build trust amongst your staff. You are unauthentic honest person. You are approachable, accessible and so forth on you will treat people equally well in that respect and therefore have some flexibility and agility to move to the needs of the firm. You are a change champion. You like to find new ways of working. You innovate on solutions. You innovate on finding ways of working in a better way, and you take a positive view to content here on use that to your best advantage. It isn't academic. Stick it over there, get on the work. It's absolutely designed. This whole program Level three to give you the tools you need to have the knowledge and the skills and apply them in practice, using flexibility and agility to be the most appropriate for whatever the circumstance. Remember in Part one, the situational leadership model supervisor model used there was. What is the situation? And can I flex, be agile, my behaviors in order to get best out of those particular situations? They finally, it's all about professionalism. You take your job seriously, you take your education to improve your performance in that job seriously on that is a brilliant example to the people around you. Your colleagues on the program will now want to look. But getting engaged in the program, your staff and your honest re on integrity to make things happen is what it's all about. So that's a quick summary off ALS. Those behaviors. Well, from my point of view, it's been an absolute delight to talk to you on the team leader Supervisors program level three. Please engage with the workbook. Please use that as an ongoing resource and look forward to discussing with you on some other elements off the supervisors program to help you achieve a really well worthwhile nationally recognised qualification that will help you achieve the objectives you want and reap the rewards that use you deserve. I'm at Makai before to talking to you very soon on the next program. Bye for now.
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