I think if you ask most people what the purpose of their firm was, the odds would have something to do with money occasionally. And I have to say it is only occasionally to serve clients would may come as something secondary, very rarely, curiously, in the management programs that I put money, people are actually focusing very much on that. Clearly, the two go hand in hand serve clients successfully, you will make some money and we could all share in that economic prosperity. So this section here is absolutely fundamental. It's part of the Sr A's competency framework to recognize the role that everyone has to play in the running of the business. And we're looking at applying some good business practice. Now, naturally enough, there is a program uh that we've focused on in data law, applying good business practice. It's very new, not yet rated. Uh And it provides for some ideas around this and I'm jury picking a couple of areas that we're gonna be looking at here in understanding commerce because for me, I think that uh without a client, you're rather stuck. So what I'd like to focus on, first of all is this word focus and something called the balanced scorecard. So this image I've got there on screen with this uh rock in Arizona Extra Road. I think it's been there for thousands of years and not to obviously longer than thousands of years, hundreds of millions of years. And I don't know why something's given a bit of a shove to see whether it would rock and fall off. Anyway, that's beside the point, the balance score card, ok. It's an acronym. It looks at four key areas and it demonstrates in understanding good business practice how interrelated the various goals of the business might be. Because as I said, in my introduction, if the goal of the business is to make money, then you need to have some other goals aligned to that in order to make money. So one of the goals is the CEO for customer or clients in our terms. So clearly, we need to focus on two things, finance and customers, but there's more to it than that. So what I'd like to do is to introduce the concept of the balance scorecard and to get you an opportunity to explore what it is that needs to be worked on. In order to achieve particular goals. This can be found on pages 65 and 66 there are four key perspectives um to look at, we'll have a look at those balanced perspectives and then work out how they get measured because it says the bottom screen, what gets measured gets done. And that is absolutely fundamental to the success of your organization. So what are these four perspectives? Well, clearly, financial are very, very important. There's a number of elements of finance that we need to look at. You need to run good operations, managing workflow, getting the work done, having good case management systems, good systems to deliver what the customer needs are in our terms, client. But then what's missing, what's the S four, do you think systems style? Uh the seven S models from mckinsey will come up with shared values and so on and so forth. Well, actually the s is for star none of the financial operational or client outcomes, the goals they won't be achieved unless you have the right people. So what measures are there in place? Well, of course, with these four areas, you can have any number of different measures in those particular areas, but there are smaller goals beyond the financial goals because when we were talking earlier moment for two ago about making money, what do we mean by that? Is it turnover by making money, do work, get money, money, work, work money. What's not to like? Well, uh depends on what you're going to put your money income to what have you got to pay for? Now, if your income is less than your costs, then you have to have a very understanding bank manager or very rich uncle. So leave you earn money in order to fund that clearly, what we talk about profit and profit is obviously whats left after paying the cost of trade profit over a period of time, expenses over a period of time equals profit over that period of time. But even then profitable businesses will fail for the need of something else. So what I've done and this is page 66 which is what I say and suggest that occasionally printing out occasional page here and there will help you become the author of your thoughts and help you remember those ideas to explore what might be covered and of each of those four core balanced perspectives. I've given you four other possible um areas to explore. Now, don't worry if you run down that list and you don't know how you might measure survival compared with success compared with prosperity and recognition. As we go down the list of four in each of those four areas, you'll see we get less tangible and direct measures, but nonetheless, useful indicators of achieving particular success. Please postpone the film. Have a look, see what you think and then I'll run through the 16 measures that could be there that cover each of those four core balanced areas. OK. Well, I hope you uh took some time to think those through maybe talk to a colleague and see what you could look at would be an appropriate measure. So add these to your list the financial measures. Well, how are we going to deal with this? Well, clearly, uh survival, success, prosperity, and recognition on the financial headings are different things. What do you have to measure to work out whether the business will survive? Well, no, it isn't profit as it happens. It's cash flow because if you don't have the cash to pay the debts when they fall due, then that's called insolvency bankruptcy. Well, cash is therefore king. Well, not in my business, the client is King. Cash is my deity because in a quarter of a century, there's only one occasion many, many years ago, when we were doing a lot of work for public sector organization that loved what we did got us engaged with a number of projects. We got a big project underway, but they took six months to clear the uh invoice. Nothing wrong with the work just got stuck in the system and the people engaging us could do nothing about that system. And if it was a very understanding Lloyds, Tsb Lloyds says it was then M TSB treasurer and no was then we would have been in absolute trouble. So survival, the measure is cash flow. So what is success? Well, then that is uh the measure of success is profit. Um If you are profitable, that is successful. Is it not turnover? Because that's just vanity, profit is sanity. So what's prosperity? Well, you might say a number of things, it may be turnover growth, that would be prosperity. It may be the value of clients may be reasonable. Let's hold that one for the client area. But financially prosperity may be profit growth or sustaining profit or whenever it might be. So, prosperity is what happens over time and you are more prosperous if you are making more profit. What about recognition? Well, as I said, as you go down the list, each of them become less and less uh directly related to a particular activity. But recognition or brand value may be looked upon in purely financial terms. How much work are you gonna win next year by doing nothing except what you'll carry on doing now? What's your following? What's your loyalty? What's your recommendations from clients? Are they clients the best advocates you've got of your firm. So how much turnover are you going to have to work for and how much of it will come in anyway? Because you're consistently doing a good job. If you're having to continue to publicize, continue to promote, continue to win new clients, then your, your uh continuity, your recognition. Uh How much work comes from uh referrals? I mentioned referrals of estate agents and conveyancing for example, or indeed legal aid agency. Uh I understand, I hear from those who are suspects of crime or recommend other colleague friends m that they know uh your firm, if you do a good job for one, he or she will recommend you to another. So, recognition or measures might be many and varied. So a quick recap, recognition may be the amount of work you get from recommendations. Um Recognition, maybe the amount of loyalty you get continuity from one client to the next uh recognition, maybe in terms of how much work you're gonna get without having to actively go and seek it. So let's have a look at operational things here. We've got uh technological measures, things like case management, communications will be important there. Um Lowest cost operationally, can you do it at the lowest cost that may be fixed fee work, your costs are managed well, the time to market for new initiatives, we're in developing new initiatives here on CPD, how quickly we can we get those to market will be important and then of course, quality operational things. Well, you may be lex sell a credited this quality mark and so on and so forth. Legal aid agency bla bla a whole variety of different quality standards there. So there's four areas to make sure that you're running an effective and efficient organization. Remember, efficiency is doing things right? Effectiveness is doing the right thing. So let's have a look at customer. How do you know clients are satisfied? Well, of course, you're gonna ask them surveys, that sort of thing, paying bills on time. It's a financial measure, but paying a bill on time is obviously an indicator of satisfaction recommendations, repeat work, different things different firms, different sorts of things. Satisfaction when we run live programs, there's always a feedback sheet on the day. What do you think of the day, the venue, the course content, the workbook and so forth? Very, very important. What's the measure of responsiveness was a time based measure there? How quickly did you get? How long will somebody kept waiting in the waiting room? Uh, and after that, the allotted time that their meeting was due to start loyalty, Bob. We've talked about that earlier when we're looking at uh clients and so forth, very important naturally for your situation. Market share. Now some people struggle with this. As I say, it comes down to what, what are we talking about? Uh market share could be share of market. In other words of all the, if you're working in conveyancing and you're dealing with the local developers, what portion of work do you get from a local developer? Do they put all of their work with you or some of it or none of it? How many estate agents in your area? We we've helped firm, as I say, uh property business and Lord tenant uh le sold enfranchisement, all sorts of things, quite a mixed bag as well as residential conveyancing. And they worked out that within five miles of their front door of their office. Uh There was only about six of 25 estate agents actually knew of them, but we went round cap it had more accurate business cards in hand, introduced ourselves on behalf of the firm. Uh One of the junior partners were there and that simple exercise began to get more and more work coming through because the local people, the state, as you said, oh, yes, I know they do that. They do. Oh, landlord tenant, not a problem. If you're a landlord, they can help you. Oh, you're a tenant. Um Well, if you need to look at your uh contract, then maybe this fellow uh blogs and code, whatever it might be will help you. So loyalty market share, they, they begin to look at in a slightly different way. Uh How many d if you're matrimonial, how many divorces that uh go through the local corporate? Do you handle what proportion uh mediation, that sort of thing? Uh Share of market becomes very, very important. So staff, uh we're gonna talk about motivation, staff in a moment for employee and their growth. Um And let's think about the uh situation from your staff point of view. Um uh What's the measure of employee satisfaction as says the word just employee, but it means employee satisfaction. How, how do you know? Well, engagement, multiply something I mentioned before. Firms of 20 more staff really need to look at something like that to get good measures of employee engagement. That would be one um uh employee motivation. We'll talk about motivation. How do you know somebody's motivated? Well, productivity is obviously one timeliness is another uh number of days sick leave they take randomly. Uh and how many of those are on a Monday or a Friday. For example, those sorts of things internal growth. Well, we know for helping firms with legal aid agency work with data law that internal growth is very important. Somebody from within the department becomes a supervisor and gets trained up appropriately. Uh natural enough for the legal aid agency. Our programs and our live webinars we run for that of course, are proving extremely valuable and popular and well regarded. So, internal growth is all about internal promotions. Uh that will be important. Uh Internal growth uh may be the number of paralegals that become fully qualified or become licensed forbearance. I mean, really talented people in those environments. Now innovation may fox one or two of you. Well, innovation is a better thing to do or a better way to do it. In other words, it's the degree to which people are looking at how to make improvements in the operations and systems that they're doing or ways of engaging clients and so forth. So a measure of that is, is not only the value of any particular idea, but so the number of them. Um and we have looked at, I don't know invoicing systems. Uh It isn't a because every invoice is subtly different. We don't automate that they have so so many that we need to automate it, they are all different lot of human interaction. There. We looked at the process worked out ways of shortening it, reducing time, it took to produce an accurate invoice. We did, it reduced it from 40 minutes down to 30 minutes. And that became permissive for people to look at the systems that I developed 25 years ago. I say hang on a minute, these could be improved. So innovation is a better thing to do a better way to do it. And extraordinarily important, not just for the creatives in advertising agencies, but for you to be able to improve and then development. Well, that is uh what the hub of CPD is all about. Remember that uh tick box exercise you did looking all the competencies and the frequency with which you do things. Well, your aim of course is to move all of your evaluations from the left hand side where you do things less frequently to a situation where you're fully capable, competent and knowledgeable and able to do things appropriate to your level. And therefore investors in people will be one measure of uh use from training, personal development and so on and so forth. So all of those measures that we've got and I mentioned our toolkit a while ago uh helps people evaluate what their soft skills are uh in order to improve. So what gets measured gets done a very, very important and that's just 16, but naturally enough, depending on the organization, there can be a lot more measures in place. So this slide here just looks at um another uh nine other areas, the degree to which people achieve their intended objective with a communication degree to which people work together, creativity. We've looked at the measured drive and self motivation. I I think the one there is self motivation, um planning and organizing the work that gets done, the the client service levels, the client awareness issues, the management skills, the coaching, the leadership, the marketing activity. Now, how much money gets spent? But does it get controlled? But what's achieved from that if you're going to run a seminar, then do you get 10 people there? Do you get 50 people there or, or 80 people that fill up the room? You know, that's the sort of measures that may be there and then the work ethic. And so it goes on, I'll just put those up there to illustrate how uh broad it can be from a measurement point of view. And here what I've got is um six substantive questions I'd like to put to you about file reviews to see whether or not because I think certainly working with a colleague of mine about fire reviews. I know from working with her who's looked at thousands and thousands of power reviews. There are six substantive questions how they don't start healthcare. And if you get some answers to this, it will improve the productivity of people in the farm. So how can Fionna performance be improved through your file reviews? Do you know how to do that? How can less time be spent reviewing files? You need to do it? But how can we do this? But systems and um be got in place to be able to do this more successfully? How can your fixed fee profits be increased? Well, there's a number of ways to do that and that will come from file reviews. How can all fee earners perform in a similar fashion to the top feet? I think that's actually fundamental as well. So why is it that some are performing better than others? What is going on? What do the final reviews tell you, what can they tell you to achieve that? So what about the non conformance? It seems to be in sporting events when people fail, they get beaten, they come sick, they fall over or whatever they do and they don't win. They can say, well, we'll take the learning and take it forward. It sounds like the only way of learning is to fail. So what about how can fear earners learn and develop even if there's been a non conform? That's what can be done there to improve. Things are the last substantive questions. How can all arts be happy with the service they receive? And all those answers can be found in file reviews and that's an area that's new to us. I've got somebody working with me who knows what they're talking about. And if you want some help, then talk to us because then the next thing becomes so easy and that is to deal with marketing. So having looked at the wide range of measures that improve commercial practice in this session, I'd like to focus very much on a second area, the marketing mix because in my experience being involved in marketing for many decades, that most people misunderstand what it is. They also misunderstand whose job it is. So in this section, what it made me to do is to de demystify both of them. Let's start with the definition. Now, the Chartered Institute of Marketing would have this as its definition and you can read it on screen. It's a bit more. It says marketing is the management process responsible for identifying customer requirements, anticipating customer requirements, satisfying customer requirements, profitably, that statement bears some analysis. What's the most important words for you in that statement? Is he identifying what a customer needs? Well, clearly, if you don't identify what a customer needs, how can you fulfill those needs and why would they need what you've got if they don't want it, you haven't identified exactly what needs they do have anticipating. In other words, identifying what it is that they might want. And you only have to look at the everyday nature of home entertainment to see how it's moved from vinyl to cassettes to uh music discs to MP threes and so on and so on and everything's downloadable. Although there's a bit of a resurgence in vinyl. So, anticipating what they may be needing later on. Of course, it's very, very important and then satisfy those customers and making some money. So many of you would say profit. Well, ok, you may be working in a profit organization, maybe in a not for profit sector. Ah, so how come you can have a profit statement in there? Well, of course, profiting is seen as a number of different levels. Uh working with uh a client organization. I'd want that client organization to profit, not just financially, but also from the point of view of learning, learning how to get the best out of a legal department, for example, learning how to uh operate in a better way. And when I worked in advertising agencies, I had a client who wanted his staff to learn about the whole process of advertising. So, ok, well, all of those are terribly important, absolutely crucial to the definition, but they are not the most important words. The most important words on your screen is management process. You see now that other things I did find into pleading to satisfy ever is going to happen unless you've got the right sort of process is set up. So, systems and processes are absolutely fundamental because if you get those, then people can get on with their job without having to worry about it. And I think that's really quite important because a little deeper because it applies to so much of good commercial practice, no matter what you feel like in terms of your performance today, working in your firm, are you going to be absolutely exceptional today and every day? Well, wonderful if you are, but I'd love to meet you because that does seem pretty exceptional. I think if we're realistic that most people will be mostly good most of the time. So that's OK. Well, given that you are being yourself and this comes in very importantly in the next section. When we talk about self motivation, if you can be yourself day in day out operating competently, I'm managing your process as well. Then S Os springs to mind. S Os that, that's a panic call when it is. But it also is a useful Acron, the O is for ordinary, the S at the beginning is having superior systems. So if you have a superior marketing system in your firm, then everybody can function ordinarily and ordinarily good, not exceptionally good, but ordinarily good, the consistently, OK, that never screws up would be pretty good in my book. So the first S is having superior systems, people operating ordinarily. And the second S in S OS is success and success can be defined in all those terms in the definition, successfully identifying anticipating and successfully satisfying and making a successful profit. So for me, if we can embed marketing into everybody's job and they can do that easily simply without really having to bother or fluster, we will have superior success at the end of it. So if management is a sorry, if marketing is a management process, how do we do that? Well, you may or may not be aware of the four PS of marketing, traditional marketing was always established as that. So the traditional marketing m going way back to the 19 sixties before you were born, probably not me but, but most people um watching this probably are a chap called Cola came up with the four PS of marketing and that was a very good shorthand to remember the breadth of things that marketing had to be involved with. And there are this having the right product. It may be a keep you out of jail product. It may be a sell your house product. It may be sue them for wrongful treatment of you. Product. All of those products that you produce are the product and part of the marketing mix so far so obvious. And then we'll decide what we will charge for this product. And it may be that the product will cost us um X to produce and we need to add a bit of a margin. So we will sell it for X plus something or X multiply by something. And that will be the price that we will charge all the people in the High Street dropped their price and can we still make a profit by selling it at their price? What are our costs? Yes, we can. Then price will be determined and life is good. But then we'll decide, where will we make this available? Will we make it available in the High Street? Will we make it available online? Will we make it available in a property shop? Will we make it available close by? Will we make it available 24 hours over the weekends, et cetera, et cetera. So place accessibility to that product, of course, becomes very important. And then the real crux of marketing. Most people's view of marketing. I put it in italics is promotion. We know what it's like when we see any of both colors, I can't believe I really did that. Uh But we see the marketing, we listen to a commercial radio station, we watch a commercial TV program, we open up a magazine. Uh It's got advertising in it. We see messages, promotional messages and we don't by and large like them because most of them are what is called interruption. Marketing. Stop what you're doing? Enjoying the music, enjoy the conversation on radio, enjoying the program, enjoying the magazine for articles, whatever the content might be. Let me interrupt you and tell you something that you weren't perhaps wanting to hear at that moment. But we will interrupt you, but we have a dim view very much of that and within the promotion, people say, well, ok, selling is clearly marketing and who likes to be sold to hm, who likes to be involved in those sort of uh negotiation situations where there's pressure being put on one party to part with their money for the goods that the other party wishes to get rid of. So that is what view of marketing is. And through the sixties and seventies life was good because that was very much uh in a post uh industrial revolution, post uh second world war situation where productivity was key. It was all in the fifties about getting productivity up. And once you produced all the goods then uh selling and marketing was very, very important for the sixties to shift all those goods. And then the four ps came from that situation. But we then moved uh to a much greater uh reliance on something called services. And obviously, when you buy a burger in a high street fast food chain, there will be a service element to it. It will be processed very quickly, not just the food, but also the service, there will be a ski system. So Kotler in the seventies decided to add to his peas to make them cover services. Realized that in order to take the order for the burger to flip the burger to put it in some polystyrene and present it to you required people. So people became an important element. You cannot separate uh people from many of the services that your firm provides, your people provide those services. Then of course, because services can tend to be intangible. Let's make it uh some sort of physical evidence of that service. It may be the letterhead, it may be the thickness of the paper. It may be all on parchment. It may be this particular color. That's the brand uh virgin one account as a as a very distinct red and yellow livery. Santander has a very distinct red livery, distinguishing from some of the other banks in your bank, whoever that might be may have that. So while the outlets for banks are dwindling, there will be that Decor environments and going back to the fast food chain examples uh quite clearly, I it wouldn't matter whether I was in mcdonald's in Istanbul, mcdonald's in Boston mcdonald's in Athens mcdonald's in London. They have the same brand, the same Decor and H by the way, I'm not a great lover of um Big Maxine. If I might be uh 6 ft four and large and called Mac, uh it's not something that I particularly favor, but it's quite obviously, one recognizes these things when you're touring young Children around. So physical evidence, very important. Uh physical evidence in your terms is your offices, uh your reception area, your meeting rooms, the the characteristic of the building. And then finally, all the processes of services require some sort of administration. What is the process of conveyancing. What is the process we're going through with matrimonial or what is the process of taking a brief to then um pursue somebody for a wrongful doing to a client, road traffic actions and so forth. There are processes, there are case management system. So that is the traditional marketing mix and it seems to work very well for a number of years. But then John Wilmshurst, Wilmshurst being the w of daw and I uh many, many years ago in the, in the late nineties were looking at the marketing mix and saying, well, there's one fundamental flaw and that is who owns it. They said you look back at the seven peaks. Uh there is a product and that's provided in your case by the sisters or licensed conveyances or paralegals or something like that. There is a product. Um The accountants may decide what the price is. Uh The partners may decide where the offices are located or the facilities management will make sure that the building looks appropriate. The marketing department then publicizes on, on a web page or um brochures or seminars or whatever it is that you do social media and so forth, hr recruit the people. Um Physical evidence goes back to place in the uh what the decor and what it looks like. Um That physical evidence may come from the promotional team designing, the paper is gonna look like this, that or the other. And then the, it people get very much involved in the processes or the or the accounting, people get involved in those processes, case management and so forth. So the problem that we see with the marketing mix is that everybody thinks that marketing is publicity, nobody likes the sales part of it. Nobody likes the promotion bit of it. So every time there is a marketing department and there's a particular marketing communications problem. People put their hands up and say I am not in marketing, that's your job, you get on with it. And I have spent 20 years heading up marketing functions in industry at other organizations. And I have worked as a marketing advisor to law firms. And if they think that all I can do is to do a marketing without having access to the rest of the organization to get ownership of the function, then I am doomed to fail. And I tell people this and when it doesn't work, I said, well, I did tell you I've had situations where I've been talking with a partner in a particular department saying you need to do this, this and this and your staff need to do that. The staff were keen for it. But she says I bill my time at 250 an hour. I'm not lowering myself to do that sort of thing. She therefore found a code difficult to do it. And all the ideas we came up with didn't happen because they didn't happen. Business wasn't as good as it could have been. She was far too keen. I was betting her time earning 250 an hour and not bothering about it. But if it didn't come from her with the devil, who is it gonna come from? Because without her behind it, it would not have happened. So ownership of marketing is what it's about. I'm gonna show you how you can do it and that will be the best marketing that you can possibly have. The thing that's wrong with it is it's distributed amongst a lot of people. And the difficulty is as you know, try and get anything done through a committee. So let's have a look at a different way of exploring the marketing mix. This is a much more modern version of the marketing mix. Um Other mixes are available, you may recognize this particular device. Um I think it's a quite an expensive one, so well done Nigella for suggesting this one. So personal perspective. What do I think? Well, I don't think um that we should forget the customer in the marketing mix and none of the seven PS talks about the customer. I think that the marketing mix if it's anything is about the customer. So what I want to do is to look at the whole basis of your business through your client's eyes. So the first thing we have to think about is not a product we don't sell products. We need to identify what customers value there. You see, there are people out there who quite value a very inexpensive way of selling their house online, not through an estate agent and indeed doing their own conveyancing or employing somebody very cheaply to do it. And yes, I understand having looked at it recently that I can get conveyancing for 250. But what is it? The customers value, well, if they value their own time and they value the expertise that comes with people who know what they're talking about, then online 250 conveyancing is not a good deal, but there's plenty of people that do. So what is it that customers value? Maybe they value their freedom. Maybe they value their day in court, maybe they value getting a fair deal in their matrimonial. Maybe they value access to their Children, whatever it is, that's where we start is what is it the customers value and then they can look for the solutions to those problems. And the way it's presented, taking it away from the legal sector for a second is that if I was going to put up a shelf, then I would value AAA five millimeter hole in the wall that I can put a, an appropriate rule plug in and the right size screw to put up my brackets. So what do I value? Well, I value something that will make a nice five millimeter hole. And that would definitely be uh in my view, a good masonry bit on a drill. And if the wall was particularly hard, I'd have to have a hammer drill. If somebody came along with an electronic device that I could hold up against the wall and go and a little bit of powder comes out and there's a perfect five millimeter hole to take my raw plug. That wasn't a drill. then that's what I would want because when I'm buying a solutions to problems and my problem is a five millimeter hole two inches deep or um five centimeters deep uh in, in a wall, a stone wall. Ok, a brick wall or whatever. Now, that is what I am valuing and what is the solution to it. So I identify what your customer actually values and who does that well, of course, you do in your dialogue with your clients and your customers. So that's ok. Well, what else do we have to think about? It's not price, it's cost, cost of ownership, cost of engagement. And a quick anecdote will illustrate the case when I moved up from bath, where I used to live to the east end, back to where my elderly parents were at the time and a new job, then I went into a building called the library. May be familiar with the concept and it was for the books, books, he has printed books and in those uh libraries were books that were yellow page books. It was, and they were called Handily yellow Pages. And I went in there to get hold of the directory for um uh suffer all in Essex where I was going to be living and went to the back section and got hold of solicitors and took three advertisements out of the back photocopied them uh to get the full details and made three phone calls to solicitors who promoted their Ky and I chose the cheapest. He was a lovely man. By the sounds of things, I never met him. I think he called me Dear Boyd a couple of times. I think he sat in deep button leather furniture. Um I probably had words written on his desk. Trouble is he was incompetent. I didn't know it took me a long time to find out four years. In fact, because when I bought the house, moved in life was good. New child came along and then we wanted to move change of job. Um One house on the market we discovered the fourth bedroom above the garage that in the house I thought did not have planning permission and the uh the prospective owners certainly wanted it. We didn't have it. We lost the prospective buyers and that we had to retrospectively apply for it. Cost of ownership may have been the cheapest, but it wasn't the best. And since then, and that was 25 years ago, I have only ever bought the best conveyed thing because I do not want the nightmare of living in a rented accommodation for a year while we searched and got the house sold and job changed and so on. Cost of ownership. What is the cost of ownership? Who engages clients and the cost of ownership? Well, you do because what does it mean? So price is cost. What's the cost of chasing up? What's the cost of phone calls? What's the cost of what, what's going on? What's the cost of getting stressed? What's the cost? Are you a low cost person to do it? I mean, low price, I mean, low cost and I uh know that the people we're using for conveyancing are low cost because I mentioned them already in this program. Absolutely first class work. So then it's not about place. Are you convenient? Now? Obviously, as I mentioned before, when it comes to convenience, uh you may be a very good convergence in the west country, but I think somewhere closer to me in the Midlands will probably be better, but there's more to convenience than that is that uh I can engage with him at slightly longer periods because uh he's available on the phone over and above the usual business hours. And I'm a business man, I've had it very difficult to make private calls while at work. So there we go. Convenience. So that's very, very important. And who affects convenience. Well, you are a convenient lawyer to deal with because you're responsive, you're capable. You are listening, you are explaining things in words that they understand. That sounds like a very convenient person to deal with whatever the issue is that you're dealing with now, then publicity. No, we don't want to be, uh, we don't want publicity. We want communication. And that's two way. That's the difference. Publicity is from me to you. Communication is that I have got two eyes, I have got two ears. They function reasonably well and I'll use them in the same proportion as I'll listen to what the customer wants. Respond appropriately. Communication, right place, right time, right. Depth, right. Information. Who controls that you did. And then I don't care what the people is. I don't care what your qualifications are or your experience because they don't actually mean anything. What I want to know is that you're competent, funnily enough. We discovered this working with lots and lots of different firms that clients like this, their names to be spelled correctly. I've only got six letters in mind. Please keep the capital at the front. Don't dot Capitals all the way through the, through it in the middle because that doesn't make a lot of sense. Uh It's not a capital K in the middle. Uh and please spell it correctly and that's a very, very small element of competence and it all goes right the way through from the everyday, simple things like that. And we've discovered with an immigration firm that Cambodians and Cameroonians probably get on reasonably well being a long way apart from the planet. But it's not very helpful if the client care engagement letter got the wrong territory of origin in that letter because that was one slip of a click down menu because Cameroon and Cambodia are neighbors in the dictionary. Certainly in 100 and 57 territory of origin, drop down menu and a case management system. So, competency is every day and important. And are you a competent lawyer? Well, you are a competent lawyer because you are looking not only at your technical competence but 12 other competency areas that are fundamental to your success as a professional. Marvelous. But then if it's, if your offices that were beautiful, uh had something to do with me some physical evidence. Well, that would be customer value. I value a professional looking outfit. Well, what I think is more important from the client point of view is see our end customer relationship management because you are not just dealing with the transaction, the client's situation, the case, you're not dealing with a case, you're dealing with a human being that is often a frail individual who's got themselves into a situation, they wouldn't have done if they had the expertise in the first place or the wherewithal or the life chances. So you're dealing with people who need help, not just transactional help other things as well. I just like a doctor dealing with a patient. They don't just deal with the illness, they deal with the whole, this should deal with the whole patient. So CRM customer relationship management. Well, the p of mine had a road accident and three years later, he had quite a, quite a change to his life as a result of that. And the customer relationship management is a three year, you know, if you're doing that sort of work, that that relationship is a three year period. Hopefully, the conveyancing that I'm going through will not be a three year period. I'm hoping it will be reduced to a number of weeks. So crn very, very important and who controls that? You've got it. You do. And then lastly, and this is quite an interesting one from many people's points of view that wouldn't normally appear, but it's context. What is the context of the situation? Well, take one individual who over a period of five years has a matrimonial problem and the context of a matrimonial is quite different accessibility to Children. Context that follows the matrimonial split is a changed situation because it can do with not just the individual but the family. The 1st may have been dealing with financial issues. The second deals with family issues. This person has a road accident. The context of a road accident is quite different again because there's another party involved that should pay up handsomely for this and then this person goes through a conveyancing and all that is in just five years, that's one person, the context of those are entirely different. That won't necessarily be one solicitor handling all of them. It might indeed be one firm. But then if this person who is a manager in a business engages your employment department, that one person's context has changed again. And context is very, very important to understand if you're spending your own money or you're spending your employer's money. The context changes and if you're not spending your own money because your legal aid, then again, the context changes of mind works in a law firm does road traffic action stuff. And uh the context of that is quite different. It's road traffic, uh uh issues are quite, quite different depending on what the matter might be. Why is context so important because it just gives the right sort of uh color hues and tone and understanding uh of what's going on because I, I am dealing in business to business. I want my client to look good in front of his or her boss. I know that they have a job. Their job depends on making good decisions. Their job depends on getting good outcomes. So I know that the context of business to business is quite different and I work in business to business with law firms to help them in business to business relationship and then business to client. So that's B to B to C, but those situations need to be managed accordingly. So who owns all of this? Well, of course, you do. Now, what I can help you with is to invite you. Now at the end of this session is to print out page 70 of the workbook. Page 17 invites you to define a given client or client group, an individual client. If it was a big corporate client, an individual um client from a uh a legal aid situation may mean you just take a group of criminal defense or you take a group of uh housing issues or take a group of um child protection issues, whatever it might be and then get your team, either yourself and you do it on your own or a team of people together unders show them this clip, understand what's going on about the seven seas of marketing and then get people to identify under each of those seven headings, what they think can be expressed as what the customer needs wants or desires. Now, those are three very straightforward words, but let's differentiate a need from a want from a desire. I'm meeting a friend for lunch at the end of the week, we need lunch, we need food. Uh We need that. Um we want to meet in a particular town and we will probably want to meet and have a light lunch. And probably because the weather this time of the year as you can probably tell the sun shining on me uh is good. So we want to eat outside. So we don't want to go to a restaurant that's got somewhere garden to eat somewhere outside. And therefore we would desire this particular type of food or that type of food. So you need food, you want a particular uh situational style and therefore you desire something right the way down to the item on the uh on the menu. So it's different levels. And because of that, you could identify that for the people that you deal with. And what do you get when you've done that? You get ownership of the marketing mix because forgive me for saying so, but most marketing departments are actually responsible for publicity and marketing communications. It is employees in client facing situations like you that are responsible for the marketing, they will be responsible for some of the corporate communications and the collateral, the brochures, the leaflets, the handouts, the presentations, whatever it might be the brand, et cetera, et cetera. But you or your staff, if they're client facing like reception staff are very, very much involved. And this is the outcome of a very, very useful tool. Page 70 have a look at it and um get your team motivated behind the marketing because when they are their jobs improve the problems diminish in terms of dealing with clients, they diminish because you're delivering what clients want in a way that they want it, which brings me seamlessly on to the next section that has to do with motivation. Don't go on to that until you've done the marketing mix for your area of work. I was fortunate enough to work as a senior examiner at the Chartered Management Institute for a number of years. And part of that role as a subject specialist in the people management area of the uh diploma management program was to prepare the workbook for the course. And this turned itself into a published book, Motivation, Ability and Confidence Building in People. And the motivational section of that uh was quite uh a thorough and broad in its reach even if I say so myself. But what I had to do as part of it because this is the students of management was to summarize 100 years of management theory. Wow. Um So there is quite a lot that goes on and when I looked at this section here about self motivation and I, I thought, well, it's, I think it's very important for the individual point of view to work out how to get their self motivation, how to maintain that self motivation. Because in fact, although you may not realize it, self motivation is the only one there is, you see what is motivation? Well, motivation is the desire to achieve a goal. Uh Whatever that goal might be, the goal might be to relax on the beach for a week. Well, it sounds like a great holiday to me, it may be that your desire is to, um, improve your fitness by going to the gym four times a week. Well, I think that's a perfectly reasonable goal. Your goal might be to, um, lose a couple of pounds before that beach holiday or whatever it might be. We are very much goal driven. So, motivation is actually a desire to achieve something. And the problem I think most managers have is that they believe they can motivate you. Unfortunately, they can't, what they might be able to do is to provide an appropriate stimulus. So let's think about this. And this is something that I've uh prepared when you look at managing other people on the data law program, motivating support staff or non fee earners. And this is very, very new. It's not yet been um it's only been launched very, very recently and it's not yet been given uh a star rating by people like yourself. So it is very, very new because I'm saying here, self motivation to achieve the rewards you deserve because that's what it's all about because what managers may be able to do is to create the right environment that enables your self motivation to flourish. You see, I I don't know how much you know about gardening, but I was um slicing a, a lemon to uh squeeze onto some fish recently. Uh not clearly for a gin and tonic. Um I know that just a pit goes spinning across as I cut them in, in half. And I realized that when a pit gets thrown onto the ground, curiously enough, uh, plants seem to grow from the seeds from the pits. And it always seems to me that the uh leafy bits grow upwards and the root bits grow downwards. And that's because fundamentally all organizations do one of two things and in terms of self motivation, it's very important to recognize it. You either go away from things you don't like or towards things you do like. And that is the fundamentals of all motivation. You see, if you think about it, if you were very, very cold and there was a block of ice and it was very, very cold and cold outside and you're a cold area and you were very cold and in your wardrobe was a nice wooly jumper. Then you will be motivated to move away from the cold towards something and you're getting yourself warm and once you're warm, you'll stop because that's it. The away motivation has ceased to have an influence. So if your boss is a grumpy old, so and so really young, grumpy. So and so then you'll want to avoid him or her and you'll do your best to keep away from them. But having got away from them, you don't carry on moving and moving and moving, you'll just stop. Ok. When I'm away from that problem, that's fine. Back in the day when we were um primitive uh uh humans, we would get away from the saber toothed tiger and run and run and run until we were safe away. So, having got away from the sabertooth tiger, we've stopped running. So there's a way motivation whereas towards motivation is when we want to go to something. So maybe there is AAA bigger goal that we're aiming to get to. Now, that goal will be different for everybody. And your manager may be able to suggest that there is a goal worth striving for and then you'll move towards it. And that goal, if it remains a goal, you will still continue to move towards it until you achieve that goal and the achievements there. And once you've achieved a goal, guess what you look for the next one. So there's very, very few people will actually uh you know, necessarily achieve a given goal and then suddenly stop. So we are goal driven and we keep going towards those goals. The problem is in most firms, the senior people are providing goals that most junior people may not actually be as interested in as they rather hope they are. I know when I've run management called stage one, when there were 20 people in the room and those people were by definition with the SR A three is PQE, I'd ask them, put your hands up if you aspire to become a partner in a law firm. At some stage in your career. Hands up. Now, 20 people in the room, how many percent put their hands up? But want to be a senior person in the law firm at some stage in their career. Well, senior people think it's probably about 80%. But in reality, well, that is an anecdotal experience of, um, dozens and dozens of courses asking the same question. It's probably about 25% because people 34 years BQ A management course stage one are not quite so interested in those senior positions as the senior people think they are. And we could debate this for the rest of the year, the day. But it is very, very interesting is that we are goal driven. The problem of course comes is do we have goals? Can we write through goals? Do we know what they are? Because I don't know what the goal is for you because it says on the screen to uh achieve the rewards you deserve. So what is the reward you deserve? Now, some people may say that they do want to make equity partner, but then you must, then you may deserve that reward with whatever it takes to get to that higher level. The reward may be that you have a better work life balance. And for many that of course, is very, very important. It's always been important for me as a work life balance. Very important whether I was uh twenties and single or thirties and a father or approaching uh older years, I still have the desire for that work life balance. The reward might be that you actually don't want to do the high volume, boring repetitive stuff. You actually want to handle more interesting cases or more meaningful cases. So more interesting, more meaningful, maybe bigger, more complex, more challenging uh case at stake will be very, very important um because that would be a greater reward. So we need to identify what the rewards are. So whatever it is, you're seeking a better work life, work bout more money, bigger house, faster car, longer holidays, in more exotic places, lots of more experiences, whatever they might be than they, those are your rewards that you're looking for. And therefore we have to decide how we get there. So with that in mind, there's a couple of things that you can think about. Page 71 has got this image here because whatever it is you're trying to achieve resistance will be caused by not being sufficiently clear about what it is you want to achieve. And therefore what we have to do is to say, ok, well, there's a number of things we have to do and everything that we want to do starts at the fundamental level of beliefs. So what is that identity that you are striving for? What is the identity? Maybe it is your, your identity is a very, very competent solicitor advocate, your identity is that you are a very, very good litigator. Your identity is that you are, uh, senior partner material. I, it doesn't matter, just identify who or what you are and it might be that you say I am a professional, well, if you identify with your profession or indeed even, not so much the profession, but the fact that you are a professional, your know, how is your, um, livelihood, then that's your identity. So that's a very simple start and a very generic one. But I hope you can attune to that. And he said, well, ok, that's my identity. What are the beliefs and values of somebody with that identity? I mean, I identify myself with being an author. So I am an author. What's my beliefs and values? Well, ok, we'll have a look. But what are your beliefs for the values as the professionals, your belief and values? I suspect is that you will serve clients well, how we define well, may be promptly good value for money getting good, good outcomes, case management, all those sorts of things you will serve clients well and you know, better than I will because I'm not a lawyer. What do you mean by well, serve clients well, and that of course, brings its own reward. So, from your identity as a professional, what naturally follows from that is that you're going to serve clients well. And how do we serve clients well, when you use your skills, your knowledge set and your abilities to serve clients well. So whatever state you're in, then I'm guessing that you acknowledge that you can appro uh improve. So when we've looked at each of these 12 competency area areas and the pie chart that we had, then having a very simple way to evaluate your um performance in any particular area and identify through your CPD plan, the areas of improvement. And I could show you if I kept them 40 years of uh CPD plans that I've aimed to improve. So whether that was getting ad on finance, getting a handle on marketing, getting a rough idea of sales and getting a rough idea of this product, that product and whatever it was, I have continued to look at what I need to do to improve. So, uh skills and ability, you can always improve them. Whoever you are as a professional then that's where you take it. So what's the next level up from skills and ability? Well, what behavior follows from the view that you have that you can be better at what you do to, to serve clients better to be a better professional, what behaviors must you have? Well, I'm guessing that the behaviors behaviors that you want to have is that you will do your continuing professional development in a proper ordered fashion because if your pursuit of CPD is purely to keep the regulator off and back then that's just away motivation ok. I do not want the regulator to come calling. I will do what I need to get away. So if you do the absolute minimum, you will get away from your regulator and then you can stop. And if that's your beliefs and values, then that's your beliefs and values. However, if your beliefs and values is that actually I can, I want to do CPD. Not because I want to get away from them because I want to go somewhere else. That's what I do. Then of course, you'll want to identify ways of improving and the ways of improving is to identify what your developed needs are and pursue those goals and do your CPD properly. And there is absolutely no end to that journey because life is learning, life is richer because you're able to do stuff you couldn't do before. And that's it. Um, it doesn't matter what it is. You do, whether you play a card game or you, um, go for a jog or you, um, partake in some activity, whatever it is, you do decorate your room, whatever you're doing, you can do whatever you do slightly better and said, um, shelves on the, on the wall. Well, I can, uh, continue to improve my diy and so forth. So that's your behavior, which means that what do you get? What's the environment, what's the world that you are making for yourself? So, what are you doing for yourself by doing your CPD as a towards motivation to get better at staff, serve clients better enrich my life in some way or another. Now, enriching your life is entirely up to you. I think that um uh helping people improve what they do, which is what I'm trying to do here is great fun. It really enriches my life to know that you are going to improve what you do. And I think that's a wonderful thing to do. And I've mentored young graduates through uh undergraduates through law school, through other science programs. I've been a senior coach and all of that help support. Sherry. My daughter bless her. She loves being a primary school teacher. She dislikes Children with some, um, some degree. She freely admits that she doesn't want one, but she does enjoy imparting information and seeing kids who couldn't do something now are able to do something wonderful. That is a great lifestyle. Uh, if she carried on her first career, then she'd earn a lot more. But that's not what's important. So lifestyle can mean many things to many people very often. It means more money because when you have more money, you have more choices of when you spend it. If you have no money, you have no choice, you can't spend it. But if you do have a little bit more money, then you can choose where you spend it. You may spend it on your pension, you may spend it on the Children you may spend it on experience, you may spend it on whatever it is that you want to spend it on. It's not the only way of living, but it's uh um uh an option. And that option is common amongst people who are professionals. They want the environment and the lifestyle that that brings. And when I gave the example of time management in this 2.5 weeks, um spent it in the office lost in small grains of sand on a daily basis. What would you do with 2.5 weeks if you had it all together, most people said they want to vaca uh go on vacation more, travel, more, go and see friends and family more. And they have 2.5 extra weeks in the outfits. Fine. Well, how can we perform better at work? Achieve what we need to do and get home early. If you can get home earlier, half an hour every day, a working day of the year, you'll have an extra 2.5 weeks just like that. So, what's a great lifestyle? Well, there's one way of looking at it. Uh And this is on page 72 again, you might want to print this out. Have a look at the grip, the uh the grip there. Um And uh what I've done here over a period of a career through your twenties, newly qualified thirties, 40 fifties, sixties and retiring at some stage in your sixties and say, ok, what is my salary at any given uh level through that uh period, the average annual salary given there for a professional, it may be a little bit on the high side for some people in legal aid in their twenties. It may be a little bit on the downside for some people working in corporate environments. It doesn't matter. It's the illustration. Uh if we had uh better at our job serving clients, better got a better remuneration, got a better job, then we had an uplift of say, just 10% every year throughout our career. What would that mean? Cumulatively? Well as it says there in your twenties, if you're only 30,000 a year on average, and um uh you could increase that by 10%. That's an extra 30,000 in the decade and then 40,000 and so on and so on. As illustrated there, the cumulative increase over your um career would be caught up of a million pounds. So small incremental improvements needs a big result. So you put in uh on that table on page 72 your current salary uh per, per year and then inflate it as you see that it might grow over uh course of a career and then look at what a 10% extra in the decade means and what that cumulative increase is. And that may be what you want for a remuneration as a consequence of doing CBD properly, whatever your goal is, the aim is to achieve it, the cha the claim is to, is to get there. The problem is that we know that because we have an intention, we do get distracted from it on a day by day basis. So what distracts you? Well, urgency crisis and paddocks are really good fun because the great adrenaline rush and all hands to the pumps and so forth, there's a lot more interesting films uh out of Hollywood coming from sinking ships or burning aircraft than there will ever be out, out of fire prevention officers because that firefighting is great fun. It is distracting. And at the end of it all we sit around and talk about how we manage to cope with anything. Wonderful. That's not a very good way of working. Remember the S Os having systems that don't work means you've got to be exceptional to put it right. So ordinary systems, sexual behavior bulbs still only produce ordinary outcomes. Oxo if you like. So what happens when we get in the morning? Well, we'll have a coffee, we have a chat about the um commuting in the journey of the trains, the, the drive or whatever it might be. What did you do at the weekend? Wasn't it footy? Great. Did you see the last of whatever soap opera it was. It takes a while before we get on with something and then we might say, look at our um job list and they've got 30 jobs on there and you have scan down and how we're gonna do the easy ones. Hey, hey, done that one, put that there or do something else, add it there, put another line through it. All those things that we were looking at. And then of course, we realized that we've got, uh, things around your office which are necessarily distracting. I haven't gotten mine here because it might ring. But my mobile phone, social media, that's distracting my goodness, me. What on earth do you need that on while you're in the office? Um And offices tend to be very friendly places. So we'll have a chat. And what about the Grand Prix at the weekend? And wasn't that awful what he did and so on and so forth? And that's the problem with most of what we didn't. We, what we really need to do is to get a goal, identify that goal and then work gradually and slowly towards it. So identify what your goal is. You see most often. And if you take a view of a wedge, OK, here's a wedge and we're dealing with a thin end of the wedge the day by day, bits and pieces. But the bigger picture, the thick end of the wedge is what we're aiming to achieve. So it's better life worth balance. And we won't get that by being tied up with a minute on day by day. They've got to look at the bigger picture. And if you've ever run, I don't know, a mile for breast cancer or something like that. I couldn't think of a better cause to, uh, to get involved with or do something like that. You know, that, that journey is one step at a time. I've run, I'm, I'm not rebuilt for it, but I've run a marathon, a marathon and several half marathons for, uh Macmillan uh charities and each of those runs, it took me a while because I'm no great sprinter runner. Uh but I am uh able to keep going. Plod, Plod Plod one step at a time and that is what goals are all about. So what is the main thing? Well, whatever your main thing, the main thing is to keep the main thing, the main thing at all times. So I guess the main thing for you is ill defined then I think the best thing you can do is to start identifying career progression, more interesting work positions of seniority, uh greater um uh interest in clients activities, better outcomes. The next high rights whenever it might be your next progression in your career is what data law is there to do for you to help you on that way because that of course, is very, very important. And I think the real problem. Uh and this is Benjamin Mays uh talking online, the tragedy of life doesn't lie in not reaching your goal the tragedy lies in having no goals to breach. So think about what they might be, think about how you might achieve it step by step and then recognize that um there is individuals out there to help you achieve those goals. And when you do that, then of course, you'll be much more engaged if those goals are aligned to where you're working and staff engagement is really where the future lies. And that's what I'd like to talk about when it comes to work and the degree of self motivation. I think it's interesting to explore a law society report a couple of years ago, looking at staff engagement and quite interesting outcome within that. And these are the sorts of things that are picked up on. Uh You can see a copy of the report on page 76. The key findings, the executive summary is on there on page 76. If you want to have a look at a copy of that, you can find it online, of course at the law society.org dot UK. And they were quite pleased to say 3/5 of respondents are satisfied or very satisfied in their role within law firms. And obviously this was lawyers, this was solicitors working in firms. So 3/5 are, but of course, what you recognize that 3/5 are satisfied or very satisfied, then it means that the others are not all. Uh I don't know whether I'm satisfied or not, but 38% appear not to be satisfied or very satisfied. Now, that is a lot of people, obviously 2/5 2 5th of staff within law firms appear not to be satisfied. So in terms of self motivation, then that's an interesting question. And what they are saying within that report is that the lack of engagement with strategic direction is the key driver of employee departure. So what the senior people in a firm need to do is to decide whether or not the strategic direction that they are taking is aligning employees towards that goal or sense of purpose. I have to say working with data law, I have the privilege of working with uh a number of legal aid agency firms and that strategic direction sense of purpose is often very, very strong. But I know from my experience of working with other organizations, it may not always be what one would want it to be. And with that in mind, something needs to be done because what the law society report highlights and it says is that in their survey, more than a third of people who are 25 to 34 years old in work say they're likely to change jobs within the next 12 months, they're likely to change doesn't necessarily mean that they will. But it certainly points out and could uh sort of collaborate with the other findings that a third of people is just not satisfied where they are they're not comfortable. Are they impatient? Are they expecting to change the world overnight? You know what's going on? And I think managers of firms need to be very key uh tuned in to these issues in order to deal with the problem because the cost of replacing people is not just the cost of advertising or using a recruitment agent because cost also means the cost of disenfranchising all those other souls who remain, who get an extra workload to deal with the uh client group that the person who is leaving was once dealing. So very, very important issues here. And what I think needs to be thought about very carefully by managers, firms, particularly as far as motivation is concerned is staff engagement. So here are three fundamental questions that I think are well worth exploring. Let's go through the questions and I'll point out where the information comes from. How much do you as a manager of your firm or as an employee of your firm? How much do the managers systematically measure and improve engagement levels among staff? Fundamental question. Secondly, in the manager's opinion, one of the three biggest issues in the firm right now that would measurably improve with greater engagement, is that cash flow? Is it the cost of keeping good talent? Is it be able to serve clients well with the people? You've got, what are the biggest issues that would improve with greater engagement? And if I could tell you that bottom line profit is actually one of them. Then maybe that's an interesting area to explore. And therefore, if there's something from those two questions, if you as a manager of your firm would like to see a demonstration uh as how this is done and a free report on what's happening in your firm. Then please get in touch with me because that is an important area to think about. So, uh what did I do? Well, you'll see this uh interview on pages 7374. I was chatting with somebody at a legal conference a while ago and he was talking about staff engagement. And so this is Stefan Weisenbach. Uh he has developed a system that will help with employee engagement and that's something that I think is very important and I can point you in the right direction at no cost to you, but you have to be brave enough to ask the question of staff engagement. And secondly, whether you choose to do something about it. Now, many people really would like not to know in which case don't bother carry on blind, it'll be fine, it won't affect me, but it might affect you. But I do know. And this is the image on the right hand side, here is the highly engaged business units will retain staff will reduce absenteeism and have a significant improvement in productivity. So if you'd like to think about a double digit improvement in bottom line profits, then maybe it's worth exploring this in a little bit more detail. The staff engagement is really what it's all about. I have a AAA short um article that was taken from some week, some research that's copied for you on page 75 top five workplace challenges that's produced in 2018. If you're watching this some while later and still done nothing about it. Well, then what's happened because I just read the last sentence research into great places to work, which is a uh registered trademark report. Data shows that for every 1% increase in engagement stores, there's a returning of investment somewhere in excess of 75,000 because 1% improvement in engagement of everybody adds to your bottom line. We talked about another six minutes recorded, recovered every four hours leading to that profit figure you calculated uh depending on the size of it. Certainly, if you've got at least 20 then of course, you will find those uh returns are coming. So staff engagement is all about self motivation. The collective effect on that is quite significant on the bottom line. So that's it. Uh That's what I want to talk about on uh managing your uh self motivation and something for the firm to think about, to think about self motivation. I've written a handy little book on Master your CPD three meals a day that's available at Amazon. And if you want to get hold of that, then by all means do. So if you'd like a free copy and you'd like to pay post and packaging, then you can get hold of that from me. Uh on my uh website. Here's the box on the floor and that is available for those 1st 100 who log on to daw dash CPD can have a copy of that book so that you could follow a simple system. Remember S OS to master your CPD, progress your career and reap the rewards you deserve on all the non technical areas. The technical areas are more than well covered by data law. I want you to explore the data law portfolio to improve from technical competence and think about how you're going to master your CPD going forward. So it's been an absolute pleasure to think about this program and give you the opportunity to explore improving your performance. We've looked at four very, very crucial areas of every qualified solicitor at the threshold standard that the SR A have talked about for maintaining your competence as a qualified professional. Now, you can recognize what constitutes ethical behavior and sound judgment. We looked at professionalism, not just following the code of conduct. Of course, the barriers to thinking and how you manage your learning development. We've looked at improving uh technical practice from providing good information, being an advocate for your ideas and being more persuasive. Remember the data of the soli for your technical competencies as well, working with others is absolutely fundamental. This has to do with good relations with people you work with and work for and improving our communication skills. And then lastly, it's all about you, your workflow, your understanding of commerce that you involve yourself in the marketing and that indeed you're a self motivated professional. So thank you for engaging with this program. Thank you indeed to data law for giving me the opportunity to put this together. That's been a refreshing review of the full range of competencies and I look forward to engaging with you on another program sometime very soon. Thanks for watching. Bye for now. Goodbye.
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