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Hello, Andi. Welcome to you listening online to this data. All program management call Stage one. My name is Mike Mukai, but im the envy at DFW on our presence in the legal sector is date of law. Thank you very much for joining us on this program. And as you know, as with all the programs that I put together for data law, I have two elements. One is the recording with some PowerPoint slides. The other is a workbook. Andi. While you can look at that workbook on your device on duh cover, all the information is there to remember that it's very handy to have that printed out, not necessary every single page. But I will identify which page amount and suggest which pages you might want to get. Hold off as a hard copy because you, when you write with your pen, will help you in. Remember what's going on and also to make that cognitive link between what's going on on the program and the actions that you're going to remember to put back into practice because this is not a theory course. This is a practical course. This is very much for you guys to understand very broad brush off issues to do with managing a law firm. Now, on this program, we're gonna be looking at a whole variety of things and management course stage one. As you may know, WAAS a mandatory program for every solicitor in the 1st 3 years Post qualification experience. Andi, that obliged you in the traditional method to attend a city centre Andi have on accredited program accredited by the los ideas. For many years, I waas one such person accredited by the Law Society to deliver management call Stage one and indeed, Stage Two and stage one then required the course to be focused very much bond Managing the business is a financial entity, client care and also personal management. Self management management people I think that sensitive regulation off CPD generally on the release off the mandatory nature of management call stage one. This is much better for you. It is going to be able to cover very, very key parts off program for you in practice. So, yes, you may have read Burling outcomes, but it's worth going through the learning outcomes we're going to cover on as this chap here is having a very terrible, thoroughly enjoyable time. So what it's about? Well, the full areas off the competency framework from the S. R. A. First which area has to do with behaving ethically, having good judgment. And within that area, we're gonna be talking very much about the way in which you develop as a professional within your chosen career path. Section B has to do with your technical practice, and I'm not a lawyer. But that's a problem, because I'm not going to teach you anything about law. I'm gonna be covering the ideas you have in researching information to find out what's going on to be an advocate not within court, not done that invented it. But being advocate for your ideas with colleagues with clients to promote yourself to promote your firm, to promote and be an advocate for, Of course, your profession on which, of course, links nicely into areas to do with persuasion. Very important element self. That the code of conduct is all about advocacy particular outside of court, as a core competence, actually enough. Even if your sole practitioner you won't be working entirely on your own, you'll be working with others. So this section is going to be looking at working with other people within the firm professional relationship with people there, as well as your professional relationship with your clients and natural enough that has a lot to do with jumping up your communication skills. No, the fourth area area D has to do with managing the business, as you would understand that everybody within a firm will have some responsibility to be involved with the running off it. So if you are support staff announcing the phone, But of course that's running the business. If you are support staff doing some audio typing, of course it is if your fear and your earning fees, if your supervisor your supervising if you're on the board off directors of your firm or your senior partner, of course you're running the firm. So this is about managing. The business is an entity, but also managing yourself workflow, particularly on March of management call. Stage one nowadays has to do with getting the job done and so on so forth. But this is something that I've added, which you won't find on other programs on. That is about motivation, your own self motivation, because really, in journey. That's what it's all about itself. Motivation. And I really do spend most of my time now helping people like you improve their professionalism, and it's great fun. From my point of view, I've been through a number of different career changes over the years. I've attained MAWR qualifications and tonight resume A will tell you on through that I have been researching information. For example, I'm in marketing. I make the case for, uh, my firm for clients, firms and so forth. I make the case for data law today. So much of what we're doing here is all about the good skills of any professional. I might be a chanted marketer, chanted Manager, But you could be a chartered accountant. Doesn't matter. It's all about your profession. So this program covers all those areas. So if you look at the conferences statement from the S. R. A. On what we've done with it, why this program instructed this way those four areas off the slices of the cake four pies in the pie chart is about ethical behavior, technical practice, working with others and also managing yourself and work the work as well as the business overall not from the point of view off managing finance and so forth. So for each of these, we have prepared programs pretty much for data law on. I'll be referring to the most we go through. There are programs on ethics. There are programs on shot me up your critical thinking. We have a program or managing your learning and development. There are programs throughout the date, a little portfolio looking at your technical practice. I've run ones, four different organizations, different guises. We have one or efficacy within this program. And there are a number of programs that I've recorded data look negotiating, working with other people. Client relations, keeping, getting and keeping a customer getting on with people dealing with conflict, those sorts things covered in the portfolio. And I've run a number on communication skills. You'll also find information about managing workflow project management than a couple of those on a number on managing a business in a variety. Guys that do manage, of course, stage to, of course, but the new one within this program that in the efficacy elements but also the motivation on that's where they come from. So, armed with your copy off the workbook. Let's get in on. Have a look at the whole area to do with this. Do you remember that this is really about your CPD? So it's all about CBD. I wonder what mistakes you make about your CPD? Well, if you're interested, we've been involved very much in the world of CPD on. If you'd like to contact me to get hold of this report, the seven critical mistakes that you as a professional need to avoid with your CPD that's a pre report it's available to you makes interesting reading. So then you know what not to do. Only it's bullet with it. Now there's a webpage because you obviously are not making mistake with your CPD locked on engaging with this program, and that's my job to take you through the detail of it. So without further ado, let's get on the first area. We're going to look at a slice of the pizza slice of the pie chart is the ethics and judgment area. Under this heading, we've got three areas to do with your professionalism as a practising solicitor. Perhaps your professionalism it's a support staff is what you get paid to do the degree to which you can sell problems. And we look at how you handle information to make decisions on also how you manage your learning development. But ethics, this anything to do with ethics, I think, is worth an introduction here. What we mean by ethics. Well, here's a definition moral principles. Now I'm sure your infant nurture. I'm sure your religious teachings, I'm sure your school I am sure that your immediate society you learn pretty quickly what constitute the appropriate way of behaving. And you know, from your own experience there are some people around. You behave differently to you under that we therefore get a very quick idea about what is acceptable and what isn't. But I think from a professional point, we have to follow bears obligations to one to those they serve like clients. There are those, and that could be governed, of course, by a variety of different areas and also those ethical standards about regulators. So in terms of having some regulation, But of course, we all follow through the law of the land where we choose to reside naturally enough, we are very aware of what constitutes the right were behaving in a particular profession. So your governors a solicited by these this regulation authority. But every employee, of course, is governed by statute, so the rules and regulations ways behaving can be government. Quite wide. Area was very much involved in pharmaceuticals, So the Association of British Pharmaceutical Industries had a code of conduct in terms of advertising to hospital doctors. The National Office of Animal Health had it for veterinary surgeons. Yes, National Office of Adam Health Noah. Quite a good name for regulator there. I've worked very closely with them as well, on in providing a lot of resources for data law for the PSC Professional Standards program on doing the client care profession stands part of that, then ethics statutes rules very important. So it's going to cover a lot more than just individual personal ways. It has to do with your firm what's appropriate in your firm. How do you do things around here? Culture, corporate standards, behavior that are appropriates profession? I do remember from this listers point of view that the principal purpose of the sisters act back in 74 section, 37 miles to protect, put on the law society the ability protect the public and not practitioners. And it's something that obviously trainees of finding a bit surprising lead. You back them up because it's the you can look after yourself. It's the lay public may not that, of course, swayed a little society picture of it. So these statutes the rules, of course, are very, very important. But that's you, your professional. But what about the support stuff? This is an angle I'd like to take with this part of the program support staff. Very, very important. They fix most mistakes along. Those glitches that I make in my recording are gonna be put right by Abbi Richardson says Remark Job. But now let's look at those SRE principles before going any further, right down or 10 off. And I was surprised to be that one. But please write down 10 off. Uh, obviously woman suspect that you would pause the recording to do the writing. Have you finished off yet? Okay, well, let's have a look now. I'm not toying with you, but obviously it's very difficult to recall 10 off them. But what happens? Of course, they get ingrained in where behavior and therefore your compliance officer has very little to do. They are reprinted on page eight of the workbook. Have a look down that list and again pause the program on. Just put a circle around those matters that, affected by support staff, not just you. The professional, which ones must support stuff. Also follow ous part for, well, bring down the list rule of Lower and Justice, where they may not be involved in the defense area helping people in a legal point of view. But do they have a rule of law to follow? Well, absolutely, they do. There is legislation about the treatment of employees. The trip people are confidentiality, and so on. So forth is things both in statute GDP are. You would have heard off where they've got a responsibility there. So what? What are you doing about that? A Sfar. As a management firms concerned, do your support staff have to function with decorative? Of course they do, so that's gonna be very important. Now they may or may not have very much involved independence. They certainly, though, do need very much to be involved in every clients and their individual preferences and interests and so forth. Do they have this particular service standard? Well, they are not complete island on their own because they must maintain service standards. Your firm. Are they trustworthy? Well, they should be. Do they keep things called confidentiality? Should be. They may not have legal and regulatory obligations over above the rule of floors and employees being non discriminatory in practice, which is a very good thing. But do they do that? What about business, government, governments and risk when I would be surprised if they're necessarily involved in compliance officers for legal practice or finance and admin, for example. They may not be as involved with that, but as I indicated earlier, yes, there 110% involved in equality in diversity and treating people appropriately and fairly. And they may not get sufficiently close to clients money or assets, but nonetheless they should be fully aware. So the ones in gray they made a nodding understanding hope for the ones in black. I think a very, very important so support staff should be wizards as far as you're practice is concerned so that they are able to help and support your best interests, and that's really why I want to turn look at developing a series of ethics for small firms and, as always, on these programs, a lot more detail. Pages 10 11 to the workbook. But nonetheless, I hope there's things in here that will give you a few things to think about. So something to take note off. John Piece paper is disabled. What is your firm's ethical policy if you have one? Have you seen it? If you have one, is it up to date? If you haven't got one, is it because they one doesn't exist? Or is there one? But you haven't seen it? So come on. There's a lot going on with an ethical policy. We have done work with public sector organizations in order to win tenders, which we do. We have to demonstrate we have an ethical policy for on boarding of staff, for example, behaviors of dealing with suppliers and clients. So in a circle, are you using their ethical standards to engage customers and indeed, recruit retain the right sort of staff? But I think that's a very important area, particularly for modest firms that I deal with through data law that also need to make sure that they are able to function a very high level, each individual. So what is your firm established? It's a great privilege that I have to run legal aid agency Webinars once a week with days a little, because talking with folks from that world is fascinating in terms of the vision and sense of purpose firm on whether or not they have that same ethos going forward as the business grows, develops and things change, our passion is to provide solutions to business problems. That's it. Our passion has to do with your CPD. That original vision has bean refined, developed and is growing. Do you always deliver on best practice? Well, I think that, to be honest, are ordinary standards. A pretty good I'd like to see the consistently. Okay, solicitor who doesn't found up. And I'm sure every time you go to a GP, you want to make sure that he or she is also consistently okay. Delivering on best practice, I think is a tough order. But we can have best practice systems. We can have best in class approaches to work that allow people to be themselves within that. And we deliver good results from that so important element, I think, for developing a policy for your own first, that's an introduction. Let's go on. Look at something to do with professionalism and how we can measure our performance as how we deliver on some of that. As we go through each of the 12 areas of this program, I will flag up where there's further information on the date of your portfolio that will be relevant to a particular area. There's a very good short webinar on ethics within the portfolio. What I'd like to do here is to pick out one element has to do with professionalism, and by that I mean, is how you behave that characterize particular profession. Qualities that characterized Mark that professional or professional person on obviously way will judge people like it or not by what they're wearing. If you see me, my gardening clothes or dresses, motorcyclist or dressed as a suit, or indeed very relaxed today with a check shirt, a professional person. But you are fortunate that you have a particular calling to practice law or practice whatever it is you're practicing, and you may have professional, specialized knowledge whether that may be in business or it may be commerce, or maybe 90 or maybe in law, or it may be a barrister or sister advocate. You will have some sort of academic preparation for that. But also on the characteristics of a professional is, of course, lifelong learning, one of my particular passions. So that's one thing from the individual's point of view. But what does it mean in terms of being a professional? And again, remember, there's always more information in the notes page. Vietnam. It's on this particular topic. What does it mean for you to be a professional? What would be the characteristics that define somebody that is a professional? Well, first off, first points know what being professional means? Yes, it's about having ethical standards. Yes, it's about technical competency. Yes, it should also be about those other into personal social skills. Competencies, being good communicated, getting on well with clients, explaining things in ways that people can understand good communication skills. And so I think so, that specialist knowledge will develop grow. The legislation has changed. As you know, since you were practicing law on, it has changed quite a bit since you were practicing as a support staff within a firm so their specialist knowledge, then on therefore the competency framework that will be talking within this area is why I put the learning and development so squarely within the professional area, because that is something that mark somebody out as being on expert in their field. Do you remember when something's his expert that mean X means out of date and spurt is a drip under pressure? Well enough about me on the life webinars competency being good stuff, whatever that might be, we know that they have ethical standards behaving in an appropriate fashion, even when nobody is looking Honesty. Integrity, of course, becomes important on they are accountable for their actions on. That's very important, of course, from all the professions point of view, not just from the point of view from your professional indemnity insurance. I think that one thing that marks out professional from something that's just technically brilliant, it's something called emotional intelligence. Okay, it's not something I'm gonna go into great depth here it is in other communication areas and management areas within the date of your portfolio, but essentially that you're aware of your own thoughts, limitations and approaches that you're able to modify your behavior appropriately. This is, you may gather, is being recorded in a very long, hot, lazy summer on. I'm still in the office recording this because I can regulate myself to get the work done. Benefits afterwards. I am therefore self motivated. Like you, you are motivated to learn you're motivated to improve your motivated on that comes from within going into personal skills as a sign of emotion. Intelligence had also being a good communicator. You'll find communication programs within the date of your portfolio, and I recorded some form. So what about image? Well, it is very, very difficult, but we have to accept that people will, as we've done ever since we were light sensitive as creatures from the lagoon as being very sensitive to what we see. Therefore, people will. You can't under several 1,000,000 years with evolution to expect people not to judge people on their appearance. And I've been in presentation skills workshops, and there's somebody there been dressed in in a way that wasn't perhaps appropriate for the audience, and I'm not gonna be specific here, but you can imagine that some people might turn up slightly less well groomed. Perhaps likely West wearing, uh, inappropriate clothing on. By all means, put a particular slogan on a T shirt that you feel appropriate for when you're having a relaxing time. But please don't try and turn up to court to represent a defendant because it just isn't going to work. So we expect to certain image on. That's not just the clothes we wear. It's how we deport ourselves. Conduct ourselves is an element off that so it's not only about being polite and courteous with those run riding roughshod over others emotions part of emotion. Intelligence, of course, but also having the tools for the job turning up to client meetings with the right files. Having documents you need. I still find that people will turn up to alive training cause, not think to bring a pain, for example, bit frustrated. Will they provide pencils a venue? But something needed be signed in a pen. Please, Can I borrow your pain? Doesn't actually look good. So getting ready preparation, doing the homework and you have done a lot of homework in your life. Why? Because you wanted to get the professionalism that you've got. Now it's all about those sorts of things. I picked out an article which I think is very powerful on page 15 of the notes looking at career success, helping people develop the personal brand personal image on the impact that you have. Do you remember that everyone has a phone nowadays with a camera built within it? People are using social media on your online presence. Is Justus important? As your physical presence on what goes on is open, a much more, uh becomes much more aware. So be aware both off your virtual presence online as much as your physical presence. When you're conducting yourself as a professional now one of the marks of compression, of course, as they are able to think well, so your personal brand. What are you thinking about your personal brand? Are you able to exude confidence? Look, people square, um, be able to conduct yourself well, speak well and so forth. Very important elements of communications. Having that Gravitt test, you don't have to be physically big to have gravitate s, but how you conduct yourselves, how you stand. Very, very powerful body language is so crucial in these sorts of areas. On we mentioned your appearance so no need to reemphasize that. So I hope that's useful for you because not any thinking about that is actually thinking about problem solving. The whole basis of being a professional is that you solve problems, client problems, technical problems, legal defense problems on all sorts, my accountant Selves, corporation tax problems. And so it goes on. But what I'm gonna do here is to focus on one aspect, and that is the human biases that are inherent within us. You know, basic thinking. The program that I recorded much longer looks critical thinking, information, analysis on. We recognize that when we're taking a decision that's based on the information we have to hand, I'll record information we have gleaned through our studies information that's put in front of us in documents and so forth. And that's really for here. A human biases is really quite fascinating. One of my sons was studying a level that school psychology struggling a bit, so I signed myself up to the Adult Education College to run through the same program with him, and I've been very much involved in psychometric testing and other things like that. Have you find the whole area very very fascinating. What I'm gonna do is to explore it from a number of points of view. I think one of the areas that thinks really quite interesting is the whole basis off teamwork in your department. Teamwork to you and a colleague. You in your boss? Do they work well? So obviously people would say that two heads are better than one. What did they might be? But one question we have when we do get groups of people together is to say, Well, how willing are people to share information? Because information is power and that's an important aspect of it. Do they feel okay and expressing their particular take on that particular viewpoint on Sometimes we may feel compromised, said he found when I was more Jinya working in large organizations, large pharmaceutical entities, other corporations, large companies and so forth, I thought, Well, hang on a minute by my mouth here I will stick both size Elevens off my left foot straight in it, won't I? So I don't want to express a particular view. So therefore, when we have got decisions being made internally or even you and your boss are all those individuals capable of coming up with good ideas, and even if they could, would they bother to do so? So teamwork? Well, do they or don't they don't think it's something to look at because, uh, what can happen? I give it a very straight for example. He's one. Here is that there may be a gap between the way that one person thinks another thinks. How do you think how the boss thinks could be quite different? Have a partnership? Think, Let's take it everyday. Example. Let's suppose there's an engineering company on automotive company. They're going to say, Right, let's design a tough four by four now, as soon as I mentioned a four by four four wheel drive vehicle to you on that were tough. How do you interpret that? Because it could be that a designer would say, Well, tough. It's gonna look tough, Whereas an engineer would say, Well, tough means to me. It's gonna be durable. So what you end up with Is it tough for my four? Here's what a tough four by four. Well, that's certainly looks tough, but this one is also tough, and it's on older version. Ford Van here, designed by an engineer. So all they tough vehicles. Will you have your own opinion? But certainly this is my opinion of what a tough four by four looks like. I'm sorry. I sold that a short while ago. That's a proper tell. Four by four. So you see different people see things in different ways. So quite a light heart. Look at it for a very important element. Did you must think about when you've got groups of people together, including just you and whatever gets ideas to solve a problem? Groupthink is one of the traditional or most recognized biases that come up. It may be that somebody says to you, right, we're going Teoh, discuss the new style of car park because we can't have too many, uh, lay staff parking there because us Fiona's needing it out. So we're meeting at four o'clock this afternoon. Now hang on a minute. You don't have to do anything because there's been fit forward, some briefing as to what the devil is all about. So we'd when you turn up, you know what the hidden agenda he says. Wait my fingers around. It may be that you just come along and said. Well, the decisions already made. So really, I'm here to hear what the outcome is. So, in fact, it is a clueless session. It isn't something that's going to release anybody, get useful discussion or suggestions because somebody has already told you what on. Let's face it are we are meeting about next week's meeting off goodness say about so much feeling worked for this to happen. God, I want to be on and I want to be self, sir, cars and our past for tomorrow afternoon. I might get everything done, whatever it might be in there for not so 18 on getting together so that meeting Malays could happen. So let's have a look at some of the key aspects of groupthink to work out whether or not we're falling into those terrible traps. This is a group of people that I have to work with around here. This is just the crown of us getting together for a briefing recently. What happens? Well, what happens when everybody gets together? They think, Well, two EDS is better than one. So we both have decided, therefore, we can't possibly be wrong, so that's rationalized everything collectively. Oh, well, we all agree this we're gonna be that would be self congratulatory and recognize that we can't possibly be bad as a group of people One person might be, but all of us can't possibly be bad. So that way, that morality on our side, Let's face it. Well, Collins not here. Well, he's a bit of a Muppet when it comes to decision making. He hasn't got his finger on the pulse, so he's not here so well, never mind, because he's an out group. Added to which, what the accounts department know about Elwell cheese in I t. You know what they're like Little Service desk Couldn't anybody that's not in the group is clearly not gonna be right minded person for when you put your head up. Hang on a minute. I think that the original idea was to do this. That or the other. What happens? Well, don't want to rock the boat. You think I don't need anyone that doesn't agree? So I don't want to say anything about going on with the majority view. And then, of course, when the report of the meeting is put together, everybody brushes over the cracks in the discussion. Make sure that everybody feels that way all on the party line under there for self censorship section. So these sorts of things are very, very common when you get a bunch of people together to solve a problem. So how could we deal with this? Well, we have to recognize this illusion of unanimity is nothing mawr than papering over the cracks. We have to start looking at overcoming some of the problems that groupthink will have because if not, we're gonna end up with those self appointed mind guards and says, OK, I was at that meeting. I led the meeting and I can confirm that this is what we want. I have to say I've known people that student representatives thinking, Well, I'm not gonna get bad news. I'd like to get some good news and therefore I'm gonna do this and let's not represent student group anyway, so you don't pass on bad news, so those mind guards will There. What are the remedies? Well, these are natural remedies being ground up. They're not making a curry. I'm getting remedies together. What are the remedies? Group thinks Well, what we need to do is to make sure that the conduct off everybody is as a critical evaluator. Those are the rules. I will start my group meetings with a set of rules that people agreed to to avoid groupthink. Put up a flip chart. That's what we've agreed, how we behave. Therefore, that will be one that I would put up there to make sure that that stays as a reminder of our behavior. If I want your opinion, I want to give it to you first. You see if I if I'm just having a conversation with you and said, Look, I've got this really pain in the bottom client. They causes loads and loads of problems. I think we should get rid off them. What's your experience? You see, I just told you what my problem is on. If you were my staff member and you knew it was good for you, you damn will agree with me. You see, there's the problem, so we must make sure that we don't say this is my view. Let me see what your view is. We've got to find somebody that's a trusted associate so we can step outside of seconds. Well, let's have a chat. What do you think? Let's have an independent view on this is where good coaching, good mentoring outside of particular, transactional matters can be very, very powerful. Bring in somebody from the outside off had a lot of efforts of my career helping out these management teams within law firms to come into their monthly meetings on answer value. I've got no ax to grind. I'm under contract with no people in the group with others. Therefore, I'm very committed to achieving the goals off for and can add a lot of value because I could watch what's going on and given feedback. I think it's very handy to be the devil's advocate. By that, I mean, just take the country view just for the process, all flashing out whether or not the idea is the best one. If something comes up with a 90 I think this will work. Okay, let's identify all the reasons why it won't and then they that will be the agenda to make sure you got success on, make sure that you are keeping things in good kilter by dipping your toe in the water, surveying warning signs off groupthink that are coming out to make sure that those things don't happen very, very important for the group as a whole to make sure they're holding on to a good decision making. Now, what is interesting is that you are an international seven, sir. Now, I know you weren't expecting that, but I have just been reading, thinking fast and thinking slow by Daniel Condiment. He had a Nobel Prize for economics. Hey was describing the rather irrational brain we have that will think fast because that's the way that were built. We have to take immediate decisions. You see a sabertooth tiger on you, see it eat one of your friends on. When you go around a corner, you see another one that you won't decide whether she could save tiger or bad sabertooth Tiger. Your just decide to run out the animals way on that. Really rather tongue in cheek, perhaps, is a view on the very quick thinking that we have, which helped to survive on the Savannah. Okay, now then, if that's what the quick thinking is all about, that will mean that we run into errors in logical arguments because the slow thinking takes effort, I'm thinking, Does require tremendous amount of effort. If you don't have to think, my goodness me, we work because the brain is actually capable of billions of calculations and thoughts, Aziz. The electrical impulses leap around it, but that takes a lot of energy. Engaging the brain might be something want to do at the end of today might be to do so, do goo or to do the crossword or something like that on the train on the way home, whatever you might doing a bit of entertainment. But all those games that we have on your phone are all about simple engagement, and some of them are more complex than others. But by and large, we love the easy ones. So what are those errors in logical arguments? Well, the first thing that can happen is that will attack the person. Oh, she's always doing that. Uh, the momentum is the human will attack the human. Oh, while she's always coming up with stupid ideas, I bet this is a stupid idea. Well, that's not logical. She may actually have a good idea for once, but you could have heard it. Would you? So there's that irrational. Well, of course, If this was happening, then that will happening well. This will happen. So the thin end of the wedge is being used as metaphor to say, Well, there's a thing where this is causing the problem on that wedge concept in your mind says Well, okay, Karen little pushes and pushes and pushes further apart because we're on that slippery slope. That's an irrational argument, because while there may be a small problem, it is beginning of a big problem necessarily on the best example of a circular argument that I ever met was about Winnie the Pooh, a a mill, Christopher Robin and ticker and Take. It was bouncing along beside pig lit on piglets set to Tigger. Take a Why are you bouncing? Tigger said. I like bouncing because that's what I like to do. Well, that's a circular argument. You like it because it's what you like. That doesn't explain why you like it. Just says you like it there for you. So that's not a very good argument. But we go with those Oh yeah, that must be right. But like because he likes it, Well, obviously, you know, it's the child responses here. Why did you do that because it is the parent response to a child. I want that you can't. Why? Because there's no answer, because it's too hard to come up with a tired. I've put up with this for the last 14 hours. It's a holiday parent knew More circular arguments are rather damaging in the professional situation on, Let's face it, if you don't agree, then you'll find yourself compromise. I'll let your tyres down. I shall breaking kneecaps or whatever. It might be some rather trivial or some very true threat or warning people to force the force of the argument How many times you heard some raised their voice to be more convincing? Well, of course, those are the sorts of common irrational biases that we get. So there's the areas in logical arguments. But what is a cognitive bias? Well, that's a deficiency or limitation. Thinking we have these short cuts, this book is absolutely fascinating. Best £8.99 that I have spent of late thinking fast thinking slow is very interesting area, quite a comprehensive book. I'm not cover all of it, but it does indicate floors in judgment that just all irrational and The Book of Daniel Tournament is absolute stuffed full of examples off floors judgment we don't remember as well as we hoped we would remember. I pride myself in my memory, although sometimes I do find it a bit challenging to remember what I had for something last night. I know it was good, but I can't exactly remember errors of memory. Errors of judgment. Onda, of course, our social attribution Oh, he's a grumpy certain. So he must be Oh, she's always a flibbertigibbet. She's never giving it serious thought. While she's always like that, the attribution off one particular group to another. So how do we deal with this? Well, unfortunately, the biases. We have a miscalculation. Statistical errors on a false sets. A probability is unbelievable. I was reading a survey recently off farmers in California on this survey amongst several 100 to 300 farmers, 98% male. Then you think, by goodness may every farmer in California must therefore be nail for 300 farmers. 300 Sounds like a big number, but I don't If you have been to California, I haven't but have looked in happen in Wales will go into it lots of times, but there are lot Mawr farmers. Then this sample locally would actually achieve because the whole of California. But there's this data that we think is okay, a statistical era. Lovely example. In the book, you flick a coin, heads or tails comes down heads. What's the chances of it being heads or tail next time? Well, you 50 50 isn't Let's chuck it four times, five times six times each time it comes down heads. What's the chances of it being heads next time on the answer. It's 50 50 just because you've had six heads. Those six heads do no influence the number of times it's going to be heads. Next, it's still 50 50. It's Each event is independent off the other than the statistical basis or flicking a coin. Unless the coin itself is way too biased trying it is biased in some way. Then it must be 50 50 every time. But the rational brain says are. But I've had six heads. The next one has a greater chance or being a tail. Please. I really think the national lottery has provided tremendous amount of resources for good causes. My own sports club has been a great benefactor off those causes. I've had exactly the same numbers ever since the lottery started. I have not yet one. The National Lottery. Great prize. I have. I don't do your millions, but next time, well, they never come up. They're bound to come up next time. Oh, um, actually, there is a little bit of false premise there. Sorry for me banging on about that one. So let's turn on. Have a look at some off those cognitive biases and see how many you fall victim off from time to time.
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particularly fascinating is to explore some of these cognitive biases, thes biases and thinking these shortcuts that we have on off days in no particular order, I want of you recognize this has ever happened to you because what happens is that they are quick thinking test about our higher prefrontal cortex thinking brain on. We tend to react to meet me to what's what we see. So let's have a look at these and see whether or not you recognize this. The confirmation biases that we will tend to read newspapers that reflect us. It's all related to the self concept, of course we will. So circulating people like us will lunch with people like us, go on holiday with people like Theo. Confirmation bias, though, is broader than it may be that if you think the stock market is going to go up than your search on your favorite so changing to find out the reasons why it is going to go up. So the way of overcoming this really is to accept that we don't want to keep looking for things that reinforce our belief. We just want things that may challenge a particular viewpoint. I'm not suggesting you holiday with people you don't like just to get the experience. But just from the point of view of if you think the market's going to go up, then put the put the A message into the search engine reasons why the stock market will crash. In other words, take the country view. And if you're working out something for a client, you believe something to be case they have a look on. Find out whether or not the opposite is possibly true. So, you know, just find things that reinforce particular belief. Secondly, of course, it's related to that groupthink, but their in group biases an extension, confirmation, bias. It's people like us. That's the way you think. That's the way it's likely to be on example. But I thought off if you see a young man with green hair is not a very common hair color, steal a, uh, handbag from an old lady, and then the next time you see a use with green hair that they are kicking a dog or then you find somebody else with green hair doing I don't know, scrawling graffiti on a on a bus or something like that the next time you see somebody green hair, you're gonna have that bias. Now it's not unnatural that we would have this must. Just any of these biases are unnatural. It just demonstrates that we can compromise our thinking little bit when we're just not sure things that were not familiar with so that in group bars is something also to be aware of related us and say to the confirmation bias that group think we've talked about when everybody wants to hold on to that that group think and make sure the harmony is being maintained. Don't upset the apple cart monarchy. The in with everybody thinks the same way we talked about that one. The projection bias, of course, is that I believe that people behave a bit like our side was selling my second hand car recently, and I believe that people come up to be reasonable. When I wasn't aware Off wasn't expecting was a slight scam that while I was chatting with with this purchases colleague boot looking battery, looking a little not to get the alloy is off. He was busy topping up the the coolant tank to put a layer of oil there when I went around front, put his fingers in the book of this is oil over a damaged car. You That wasn't the case because it had the car, Not long work done by a reputable garage. My immediate reaction was the carriage was a fault. I'd send him on his way and it any later on. When I applied a little bit better thoughts that I realized effect that it was a scam on there was nothing. My car siphoned out the oil, and it's been fine ever since. Mechanically perfectly sound. But I expect people to be a bit like me sometimes circles that gives us the people like us that rather unfortunate bias to our thinking. Big plant like us. Okay, uh, anchoring effect. What's all that about? Well, if I ask you waas Mahatma Gandhi more or less than 144 years old when he died. But in the answer to that, do you know, hold candy wants when he died? You see, what I've done by giving you the suggestion that he may have been close to 100 44 would have given you the bayous, that high number bias, and therefore you're likely if you don't know what age he was when he died, you're likely to overestimate his age because I knew a high number. If I said he was 53 when he died for the younger than the actual Waas, then you would tend to come down with much lower figure. This anchoring effect is really, really quite shocking. It was in this book, thinking fast, thinking slow, where something was talking about that range of judges on. They were given us a short scenario off a woman who had been found guilty of high net value items shoplifting, and that was just a short story there about this individual. Then they were asked to roll the dice on bond, but the judges didn't know was Dice were waited, and they were given one that waited, so come up with free or it was weighted. It would come up with an eight, whichever number they came up with. They were asked to suggest how long they would offer a zey a sentence for this persistent crime, onda those that through the eight tended to go much higher than those that three tended to go much lower. Absolute no relationship whatsoever at all. But just a number presented. Their gave that brother biased view on that was the anchoring effect. It's all in his book, of course, the gambler's fallacy of courted fallacy. But he's a glitch in our thinking. We do think that because we haven't been successful, we will be successful next time. Given example, tossing coins and indeed, the national lottery neglecting probabilities is a common thing. If I said, What's the probability of dying in a plane crash compared with driving your car? Then obviously, when a plane crash occurs, it is catastrophic. Dreadful, dreadful event. It's over, will do. Who's but somebody unfortunate soul Dying in a car accident within 20 miles of your front door may not actually be something that you would find out about unless you were searching for local news because it won't be reported on the national newspapers. It's just something that happened tragic that it waas on. This is a very common bias. That we have is the probability off having an accident while flying compared with the probability, while driving are vastly different, much higher probability of having an accident dying than there is for flying, depending on how obviously climbing into a thin skinned vehicle and cruising around the planet 36,000 feet is pretty unusual. Event. Well, we all do it from time to time. It's not half as common is getting into a car, and that's the whole point. We will ignore true probability of events to make a decision, and that's very important. Information to come to away way will, of course, have that observation, all selection bias, and I don't know if it's up to you. You got on and change your car, get it. You make new model, whatever it is new color had, and you drive away for the extra four weeks. You keep seeing vehicles a bit like the one that you bought isn't that there was no more or no less yellow beetles out there than there were before. But now you drive your beetle, you'll see them all the time, and that observational selection is selecting things that you see regularly on. That, of course, could be a particular problem on. People are therefore using what they would call extra sensory perception of saying, Ah ha, here's something I've noticed. I didn't see this before. I bet the next car I see will be yellow or something like that. But in fact, that's not the case. No ice. I would suggest that we're all guilty off the status quo bias from time to time, we are inherently unlikely to change something. It's okay. Have you ever heard the phrase if it ain't broken, don't fix it. Well, that's because we want to maintain the status quo on people are inherently resistant to creating somebody. Change on. Therefore, why would we change something? You were perfectly comfortable, Were not comfortable. Well, that set you see, this is the problem. When we look at motivations, rebuild it into this program. Paper will move away from things they don't like. They'll move toward things they do like That's fairly obvious. But if you were to close to a fire on D, it was getting too hot. Then you very quickly move away from it until you're comfortable on. That would be fine. Then you'll stop moving because you're now comfortable. If you're cold, you keep moving until you warming off to war. Um, your movement, therefore will be related to estimates. Are you going towards something you like or away? from something. And if you don't find a fire, you will keep moving in the hope that you will one day find a fire. So this movement away from things we establish the status quo. We won't move, whereas a move towards things. It is sometimes a little bit more, but looks more that a bit more When we look at motivations. Another common bias is the negativity buys. You just buy a newspaper. You listen to the news on the radio or the news on your local TV National news on how much of those stories are bad. Well, I think that's because, as I mentioned before, we know that Sabretooth tigers are good things and therefore we need to be very aware of them. And those of us that were very, very aware often tended to pass our genes on those. We're not aware of them and we became lunch. So we are inherently hardwired to identify bad news because survival instinct would be biased. Here. The bad news and that really does cause a problem. You see sabertooth tiger, I'll avoid that. Rather, that very looks nice. Let's eat that. It's that negativity bias that we will identify. Tell him time and related to that is the jam today jam tomorrow difference. We will often be concerned about the current moment by us rather than worried so much about the future. As an individual, you're probably quite good at looking to the future. You've got qualified. Unless you were somebody that went through your qualifications with you only half and I and tension everywhere else. Well, you must be brilliant because most other people I know have to work pretty hard. And they work now for something in the future on That happens because if you were asked to identify what a great next week, write it down, you'll probably write down quite comfortably and you can have some healthy meals. Why wouldn't you? Of course, you've been asked to suggest what you can read on whether you're gonna go out on this. But the problem is that when it comes to the current moment my life I had a cup of tea while I was working on this recording on Yes, I like to eat healthfully, but I found a biscuit. So I had a biscuit. That was a lot easier than having a piece of fruit which I couldn't find is the current moment buys. Whereas if I went shopping, I'd obviously by fruit for next week. So current moment will often get in the way off something in the future. Last one I want to mention now is that over confidence effect that we overestimate that we are better than we really are. This came about ask you to just drop down a number between one and five which illustrates how could you are driving a car if you need you do drive a car on Give one If you are a minister. Society two If you're not that good A little bit in experienced three of your average driver For if you really are a lot better than most other drivers and five is that you are in advanced Motorist, What would you say? One. You're completely rubbish. Five year old advanced motorists or somewhere in the middle. Choose a whole number, please, where we are. How many of you, I wonder, have chosen a four? Well, I haven't had an accident in a very long time. I'm obviously a pretty cautious driver. I have a family. I take my other half out or whatever. Therefore, I'm quite sensible person. I have been nicked first meeting for quite a while, so I clearly my evaluation are actually better than the average driver. That's a curious thing is that basically the average is the average. How come everybody I ever me is above average, so that overconfidence effect, or that we are obviously a lot better than other people on we have over precision, um, in expressing on unwarranted certainty while the accuracy off one's beliefs are better than anybody else. Basically, we say I have a strong belief, and I'm absolutely certain that my belief is right, even if there is absolutely no certainty your belief is any better or any worse than anybody else's. Well, there we go. Hope you found it interesting. I find it quite worrying from time to tell it. But becoming aware of it means that I can slow down my thinking on important decisions use rather than my amygdala, a very quick, fundamental part of our limbic system. Get a quick decision out the way. Got feel. No, that's just a shorthand for quick decision, whereas major things, I will use my prefrontal cortex to think things through properly, weigh them up and come up with a far better judgment. But I can't stop being biased from time to time. I hope that helps you think it through to on from there. Of course, we could move to the next stage. I think one of the core concepts of being professional is that you're able to manage your learning and development on. I don't mind what stage your career is that you still need to look at how things could change, how things can improve from your point of view to progress, your career and you make other. I'm towards the end of my career, but nonetheless I'm still committed to maintaining my chartered status as a marketer. My chanted status as a manager and completing the requisite CBD for both of those institutes. But it's not just a matter off compliance. If I only want to comply with CPD, then you're missing a great opportunity to enrich a whole variety of things. When we look at motivation, the latter part of this program will be talking very much about your motivation to progress your career, to give you the lifestyle that you deserve, manage the land development has been court what I've been doing for quarter of his entry, which is helping people improve what they do most in marketing any management but also learning development. So this is quite an important part of it. Now that we've done a much, much more comprehensive program. Data has one continuing competence toolkit for managers. My own firm has developed a a talk. It's not online, different tool kit that you can use to assess what you're learning needs. Then go to the right sort of development opportunity to explore how to improve your particular area. And if you are a senior practitioner in your profession, well, congratulations. You've been around a while, but something once said to me that they felt in their job that they have been there for 10 years but actually had had one year repeated 10 times. They didn't think that they really learned very much a long way, But I think what you learned today will add value to what you earned what you learned yesterday on. Then be able to do that, you'll get that rewards that you deserve. Now that reward might be to do more interesting work. It maybe you get better outcomes for your client, it may be that you get your promotion. It may be that you just go home with a daft grin on your face because you know you've done extremely good job, whatever your driver is other than compliance, then I think we've got something that can help you. So managing lung development is that inherent within your d. N. A. A lot of people talk about training needs analysis, but I do firmly believe training while I'm been very much involved in delivering training isn't anyway. People learn in different ways. Somebody came up the concept 70 2010. That adds up to 100%. They were saying 10% what you learn what you need to do your job. You'll learn from a training calls 20%. You'll learn from having a good manager who can guide you, coach. You develop you in the appropriate fashion. If she or he is good enough to do that, then when a good 70% of your learning actually comes from doing the job. So this reflective approach the Deseret have been talking about is absolutely on the button, in my view, because that really is. What it is all about is reflecting on experience and learning from it. So those file reviews, for example, a very important part of the economic prosperity that is your firm will be looking at that when we look a commercial practice in section being later on. So how do we assess? I'll develop Nate? Well, of course, very straightforward. Particularly when it comes to something like your ethical competences. You would say somebody Are you ethical? They answered, Yes, you would expect to say no. So I think this on off. Yes. No, it is not a very good way of assessing, but a zit says the competency statement from their Sorry. It was very much a new approach to continuing competence. Meeting those broad conferences forms an integral part of delivering a proper standard of service. Principal five off the principles. Okay, so being good at what you do reflecting on your approach is, of course, going to be very, very important. So how do we do this? Well, I have a little device which you may find quite interesting. Managing your learning development. We have to recognize that the H area that we're talking about on this program we're gonna cover 12 has a range of difference skill sets under all knowledge areas under each eric off competency. So if you take the S r a solicitor's ethics, professionalism and judgment, then a one talks about acting honestly and with integrity in accordance with legal and regulatory requirements for in the unemployment law, for example, as well as other legal aspects on the regulator. Requirements from the regulation authority with the handbook would involve a number of different areas, and it's put together a number or issues, and those statements are very common. So I'll review your screen. Is it on the small side? Doesn't matter. First of all, you recognize the ethical issues and exercise judgement in addressing by Pearcy was about that course understanding. Applying F. Cox concept Governor rolling behavior as a lawyer? Well, yeah, that's fair enough application of these things. It's not just the knowledge off identifying the relevant principles and rules of professional conduct. Fine those well, we'll be talking about those rules. Professional principles, professional conduct a little bit later on resisting pressure to condone, ignore or commit unethical behavior on respecting diversity. Well, I think that's pretty good, you got fine. But I think that there's sort of here when you look at those statements in white on screen, you either say yes, I do. That will. No intent. That's his on off thing is a little bit. A short change is not giving you the full picture. Is the degree to which you do these things? Is it 100% or is 85%? I think it's very important that we explore ways of evaluating this, but I think to when it comes to professionalism and judgment, there are other behaviors I know from working with firms like yours. Perhaps, uh, there's two of things might be worth considering. Makes effective use of information systems with trying hard copy going story on retrieving that information. Well, that's unethical. Professional judgment issue. That's about honesty and integrity and news in the data inappropriate. Following things like GDP are general data protection regulations comprised of confidentiality, security data, protection of fire retention, destruction requirement straight out of the code. Well, I think that competency it should be explicit, and I think that's gonna be quite useful. But then, as I say, is it whether you do it? Yes or no? Have you met it? Met it a bit or completely. Message Three steps, I think. Perhaps if we look at this, you might say the frequency with what you do. These things, um, might be more valid. And I think it's great for a better way of doing so. The three simple steps Page 22 says, what is the standard? How am I doing? What am I gonna do to fill up any shortfall? Well, we know what the standard is. Ondas You can see here. I've been able to take those standards on, make them better for practicing entities. I've worked with General Dental Council. I work with high street law firms, City Centre, law firms to develop competency frameworks, be working with the, uh, the Kingdom Government compensates standards framework. I was one of very many people involved in that great feet, one trillion of table understanding process, along with other people that have devised these four commercial entities understanding what it is that people need to do to do a good job. Okay, enough that What can we do with this? That a lot here. Other tick boxes. Well, I'm inviting you to have a look at page 24. Should look a little bit like this. This is a DNA development needs analysis on. You could use that version on page 24 I invite you to pause the program on. Have a read of a one of those eight statements on. Then look at the frequency over the last few months that you've been doing these things Never, never do this. You sometimes often nearly always on your always do that by Justin. Pause the program for a moment. Andi, evaluate the frequency with which you do these on as you read through your note that I put them in the first person. Singular. Now those competencies are directly related to you on Not then off you go. Yes. Okay. You've got that. Good. Well, what I would do is to if this was a work colleague of mine. Peter Sample. I give this sheet to peak example and say, Well, there you go, Peter. Have a look at these. What? You've done yourself listening online. You have read eight statements that constitute the competences you have reflected on your behaviors. Step two. And you may have done what Peter Sample has done. Let's have a look what Peter Self say operate with integrity. Yep. Always do that. Recognize ethical issues on judgment? Well, most of the time and sometimes a bit. What's right here. What's wrong? Get it? I check that with my boss. What's the party line on this one? Understand? Ethical concepts. Behavior as a lawyer? Well, he's a law in the eight. Does That was okay, but that relevant principles couldn't come up. Oh, absolutely. He's pretty good on that. Condone or ignore. Commit unethical behavior from other sources. Internal, external yet Sorry. Something coming in this, uh, case of cash. She's not putting their own deposit in a flat somewhere for somebody that's okay. Recognize that despite the strength of all you should do it. Respecting diversity. Inclusively reported when he probably does that. You thinking reporting breaches of discrimination to the appropriate person? Well, somebody was a little bit, you know, said it Comment to one of the girls in the office, I think was about battery. Should I have reported? You do know, Maybe I should Well, you know, maybe I don't use of information systems. Yeah, I'm doing that. Case management systems. That's pretty important. I want to keep my cop off my back. Did that comply with confidentiality to get out? Gosh, yes, we had all that on GDP are. Recently I've seen the date of a program on GDP are we have been following that? Found that we not been found wanting and I would do, you know, as you can see here, the rating at the bottom. Hey, can add these little on up. He's got to in the nearly always column and he's got two times three is six. There's his rating. Okay. He has got six in the always column and four sixes are 24 24 plus six is 30. He has got 30 out of a possible 32. So what is the steps we've been through? What is what is the standard? You've got it in first person. You've got it in terms that relate to the complicit standard from the S and Ray, You've got mawr. Things there weren't covered in standard. It's very, very comprehensive. On there's eight areas there on Peter Sellable has now reflected on what's been going on, and he's got 30. And if it too, is that good enough? You see, I was talking with a compliance officer relatively recently, and she was saying what I would expect people to be, you know, 90% all these. I think 90% is a pretty high standard. I said, OK, what if you're working on a 10 hours a day, five days a week on your therefore ethical, professional sound judgment, confidentiality. And you keep that going for 47 a half hours. That means that by the time it gets to this sort of time on a Friday afternoon, well, it's all up for grabs. If you want to borrow any of the clients money and give it back on Monday, what's okay? Because it's late on Friday. You can't be s ical 95% of the time, which means that you get towards the end of a working week and then you go be unethical. You can't keep confidentiality until the last 90 minutes off Friday afternoon just doesn't make sense. So what we need to do here is to say, Well, okay, Peter, you know where you are now. But the third step of our three step approach to managing learning development after nine. What we need to do, reflecting on where we are, is what we're going to do about it now. He's been honest because I'm not using it as a stick to beat him. I'm not going to compare Peter with Jane. I'm not gonna prepare Jane with whoever else. What I'm gonna do is to compare Peter today and Peter, that some time in the future when he has made changes to his behavior. I want to know how Jane is changing. Improved. Clear. This is flagged up to very, very clear areas which he needs to address going forward ethical issues and effective judgment. But it nearly always does that. But he also knows when he should check with me. His boss. He knows when you check with the Culp. If there was something, he's getting better that you don't get better. These something's overnight. You know what you know. You know what you don't know. You know how to put it right? Well, that's reasonable. The more he does that, the more often you would be able to say I did this all the time. Diversity act, failing to do myself. Do I spot breaches and reported to the appropriate person. I think I'm gonna take a little bit of guidance here on the right way to approach things, because it may be that I should be this individual so directly. It maybe I do need to talk to somebody else is a consequence of that first conversation. It may be that I should I should say, Well, I've seen this happen. Should there be some sort of policy re emphasized by management generally so that nobody feels an individual being singled out? There's options for this respect. Diversity act fairly on reporting breaches. You see, that's what development needs are. Neither of these development needs are necessarily going to be satisfied by training course. I mean, they all there. There is a very good training course with data log on ethics. I mentioned those earlier. We've been looking at the code of conduct, the principles of that, how it applies to other people in the firm, then maybe a training opportunity that isn't there yet because it hasn't has been fulfilled yet because the training program hasn't yet been developed to meet the demands of different. But if I had five members of staff, it be very quick and easy for me to track the thinking of people behavior. People on everybody now knows what's going on. So I've given a little bit of time to illustrate that developed needs analysis right away across the competencies, not within the technical competencies but within the behavioral competencies on there's a good portfolio within data. Lord help you there, this example is part of my toolkit, which I'll mention towards the end of the program on its A something that may help you think through because it there is a sheet like this, as you have on page 24 for all 12 areas to identify development needs amongst. So I hope you find that useful hope. You found that interesting because now we're gonna look at you how we can develop not just here ethical principles, professionalism, but actually technical practice. I don't know how long it's been since you were University may be a while, but things have changed, of course, with the advent of the electronic age, certainly in terms of publishing is concerned. Publishing books particularly, you see, when the first printing presses came into this country on printing became a lot easier than hand writing books, and it was possible to mass produce them on. More people were able to read. What happened There, of course, is the people who published books decided What is it worth publishing best all his money into producing hard copies of this? I need to make sure it's worthwhile. Now I have written textbooks for managers in marketing and advertising and management. In fact, eight in total on each of those need to be peer reviewed. In other words, I put a plan together that was critiqued, then draft that's critiqued, then wrote the final manuscript, and that was critiqued, unedited and so on. So forth on each of those is a published book on They've been distributed around with the library's off world. Well, you ve Day. What's important recognizes that any of those books has been peer reviewed, but you can now this afternoon publish what you want in a block anywhere and have it on the Internet. But are you the expert what you might be, but nobody evaluated what you put up there. You just put your own particular view. Of course, that was that. So improving your technical practice will come about by understanding the process off, producing information being under critique on a much, much big, deeper program. Critical thinking information analysis is when I prepared that runs for put three hours on the subject, not just in this one. UH, this session here is to begin to unpick some of the problems with some of that online information of things that you do to test because you got nobody there, as you have in a publisher's deciding whether what you are getting hold off the shelf is worth the effort. So let's explore data quality. I think it's worth stopping to think from decided. Well, okay, can we trust it? What questions should we put it in there in a box on Page 27 is a reminder. After this is they were looking. What other credentials does this person have? Qualifications will have some qualifications, and you will have to design where they were having. Those qualifications of the relevant are they are the reason you see when I tell you my diploma in marketing was in 1984 you'll say, Well, that's old who have a long line again. I was before I was born. Well, okay. My deployment deter marketing was in 2014. So that just annoys my Children that I might actually know something about it. It's just not right prepared. So what are the credentials of the author? First question. Secondly, what methods were used to compile this information? I have got a loads of anecdotal evidence, but it's only anecdotal, but equally I have undertaken market research studies. I know how complex and they can be on our floor. The statistics could be so that's important to check the methods, think about the time. And I think so easy to put in a search search engine, recognize the bias, but often search for things that reconfirm our beliefs. Wrong country to them. But what date was it? And how valid is that? And validity, of course, is very important part of it now. Was the information prepared for you as a professional lawyer? Was it prepared for the consumption off the man or woman in the street? So what was the intended audience? So has it got the gravitas that you need, or is it actually for something overtly complicated on those of you dealing with things like medical negligence? or something like that? No, that technical aspects of medical medical does require people who have qualifications in medicine as well as qualifications in law. And I meet people like that are able to do that. You may be one of them on that demonstrates that they're able to understand what's going on with people who writes and rather advanced material. That's maybe for a different profession than one maturing on. Therefore, is it an overview? Is it a collection of house else is working on published papers and I've done that myself published papers based on a variety of different literature research. My my master's degree was a body of work, drawn upon loads and loads of references. I work in a reference that I'll stick that in, but in the review off my pieces, my two tests. Okay, I've looked at the source of this information. You have given it the Harvard referencing system that's absolutely beautiful, but actually it is not good enough. It's just too narrow. It doesn't deal with the issue you've got or, conversely, is a generalised overview off somebody else's review. So you have reviewed the literature of somebody else's review and so on. And so now you get delusion. So I have to go back and correct that Andi got a great It's a consequence. So there's a difference between primary and secondary dated primary data Is the data that your firm goes to analyze. If you're analysing information about clients, for example, and we'll have a look at some of that. How satisfied your clients with your service. Now you may do research on that. Well, that's primary date. It must be good, unless you're actually very competent. But knowing how to write, conduct and analysed these questionnaires and it specialist, then, actually that primary data may not be particularly accurate. And is it really a big enough sample sample bias? I mentioned that study of California. It's a 300 California farmers were interviewed in 98% of mail, so you know that that's just too small. A sample of the whole of California Now, secondary data is something that's been produced for some other purpose. So if you're referencing that, drawing information from it or making a conclusion from Second Data than that too may have had the same inaccuracies, same a lack of precision, there's some of that primary data, so those two are vastly different. Unless you necessarily been close enough to this, you may not necessarily have seen the problems that create, so those references for data become very, very important to know when they are credentials of the person and just because daily tea and buns, three people from Ontario or any other university state. So that doesn't necessarily mean it's valid because it had been their students rather than the professor's off. One of it is being looked at. So I'm not talking here just about academics, every single type of data that you'll be looking for online. So how did we do this? We said, Well, okay, I've got some numerical data. Yeah, it's great. Well, there's a load of biases in data. A very common one, but particularly comes to client satisfaction, is to say, Well, OK, we'll give him a score of 1 to 5. Anybody gives it one where it's 20% to his 40% through your 64 is 80% 500%. Well, that's biased because you've now got a scale between starts in 2015 hundreds and 80 point scale, but you've just given people 20% for being bad. So it's already biased. I don't get caught out by those sorts of inaccuracies with some of the numbers. So what can we do? Well, when you go to take decisions you have to think about, I've got a decision to make. Where do I go for online to trust the sources of that information? What I've done here is to look at three every day, every day, but three common decisions that one might be making you choose this because washing machine made a after very old machine. It was to have been well cared for. I guess that makes its contract. Eventually made a lot of clunky noises and rather is a cartoon character ground to a halt. With this final gassed when we had to buy Washington, maybe I want to take my wife away for a long weekend break. Maybe I want a business report. So what am I gonna trust when it comes to these sort of decisions? It won't be the same sources. I don't what you news to trust a washing machine, you may say, Well, ok, I'm gonna think about all the programs I need. Everything about my budget. Think about Mollema, go into a store, have a look around, press buttons and pull the levers and open door and all that sort of stuff. And then I'll go pick, click online. And can I buy that model £50 cheaper than somebody else has got it, In which case I would do that. So therefore, my lowest price might get some of the cheapest washing machine. I want the best price for that specifications that I could find that therefore, price is going to be if I can find it from a reliable source that I get it from them because £50.50 pounds. What about a long weekend break? How would you make decisions about that? Well, there's a different way of making decisions because this sort of information is gonna get will be quite different. You may go to trip adviser. We're going to stay away at that. That hotel that bed breakfast or posh huts in the woods or whatever it is or shepherd tucked somewhere? Well, what I go to chip in trip advisor, would I go to a friend? Different sources of information and, incidentally, trip advisor not made but one of my people here has a client, which is the Red Lion Guest Republics repairing very good restaurant in a pub in the neighbor village. It's called the Red Line. 25 miles away, across the other side of Bhambri has another place called the Red Line. It's Inada break on trip advisor were getting Paul reports back then for the red line. The other side of Banbury on couldn't work out why we were complaining that these bad reports were for the wrong venue. Eventually, one of the people here phoned up Trip Advisor spoke to somebody who happened to be in the fast over in Chicago Onda. She could not believe that there were two venues 20 miles apart with same name, she said. That can't happen because she was from west west of America. Therefore, maybe in that sort of territory 25 miles between bond venue and there is nothing for 25 miles. There's a lot of different eating establishments in the 25 mile drive so you could have places that had a red line, and I rather tongue in cheek, pointed out that one often has been called the Red Line for well over 300 years. So many red lines in in America 300 years ago. But there we are. You see, it's a different thing. Trip Advisor. By the way, both returns a bank of pubs now because the the managers changed and the the chef has changed. So please look at check out either off them if you have to be near it. They're both very good places. Cover myself that. But you may say, Well, I don't believe Trip Advisor They would say that wouldn't make But I've got a buddy. He took his missus somewhere, and they thought that was quite good until we get there dry right to talk to comic. And she said it was quite good saying, Different places, Different trust. But a business report lowers price business Report. Trip Advisor A friend. You may look for a business report on Decide on your own about its accuracy off the information Primary data secondary data talked about. That is incredible. Who's the author on that checklist that we have? So I think it's right looking at these things with a little bit more open mind when it comes to evaluating online sources So how can we deal with that? Well, this little device here, I think, will help you. It's my little tin can on. I think that you might want to explore questions online information, but have a look at Page 29 summarized there because the can is in lacquered name. Something first of all before I get too deep into this information is incredible. The sea and can is incredible. Do I know anything about the individual? The organization? I think Harvard Business Review is a very good journal, but I think some random person's blawg may not be quite as effective. So what authority does one give to particular pieces of information? How do they back up their opinions or is fact they're drawing upon lots of language using I was looking at a piece recently, Elements notes on it was talking about online management systems, and they were talking about the choreography of experience, the curation of spaces on the co creativity off social and individual ownerships. Okay, I'm not 18 years old. I have to work out what that means. So credibility is first thing, and then a is for the agenda. When somebody wrote it what was on their agenda when they wrote and published it. Were they trying to prove a point where they do the they got their own personal agenda? They were trying to achieve and use that information to draw on what's happening with legal precedents. What's happening from a point of view of client areas, of particular interests and so forth. It's happening in various sectors of a little something to reading will be something to be well aware off. Who put it up there. Why did they put it up there? Is it a viewpoint? Does that is a invested interest. So agenda is that and then the end is for the need. How important is that? Yeah, source was trustworthy. What are they planning to do with the information when they put it up there? And what you now planning to do with the information is it to give you background on a client area? Is it to give you a deep understanding off legal precedence? Yes. You'll have your own library. Sources will have your own place to go to on. There are plenty of them out there is, you know, don't need to list them that are very credible sources, but we're looking here at the other areas to be very, very circumspect of what you're looking smell. I always like to have a little checklist, a bit of a helpful short cut to think about. Prompt his My little acronym that I put on page 34 years on. This helps you evaluate the information you've got. I could name What's the People? Well, what is the presentation about? Is it presented in a particular way? What is Jordan's it was presented for is clear, is understood. I see lots and lots of information out there with very, very poor graphics on just involved with that I had here. This one was very, very poor graphics. You don't need to look at it. I just waiting up there on screen toy that seemed from the article content to be very good till I printed out that I've made a big copyright. And now I realized with Section two fundamental flaw, so that isn't necessarily relevant to the topic that I'm looking at. It's about This was about online, their solutions. I'm involved in that world. It wasn't good enough source for me to use my next business meeting. John having up in Nottingham shortly So the objectivity isn't biased. Is it? A a good summary. Is it making a point? Is it trying to get a particular angle so that be quite important to look at the language being used, emotive language, possibly hitting or vested interests? Look at the way in which the information is gathered. The methodology being used to think about sample was truly, truly representative on. If you don't believe that sample size is important, they just have a look of Mori polls of any particular political election that's been going on over the last few years. And why can't the pollsters not just more infertile? The others? Why can't predict what's going on? Well, there will be 30 14 30 or so 1,000,000 people voting, and they'll sample uneven samples of sample in the surveys of surveys, but only cover a few 1000 people maybe 10 2030 6100. 100,000 is not not anywhere near good enough to be a proper sample off the total voting public. You work out the numbers 100,000 at the polls, compared with the electorate off 30 million it's just never gonna have music. So I didn't look at your business reports in that sort of way, then the province. How clear is that? The information is where it's coming from, you know, the authority and somebody hiding behind some particular descriptive is it? Universities are very good by and large, but are they good enough? I think the ones that we have here in the West and some of those in other territories will also be premium universities. But there are few know quite so good on that. We can't assume that everyone with title of university is good enough, so that may be worth looking at. And then, finally, to think about the tiniest up the date material. When was it written? Is it relevant because some markets move very, very quickly and dealing with clients who law firms and have the trademarks and copyrights and, um, the those sorts of areas and things move very, very quickly. So what was okay then, isn't OK. No. So a lot to think about their questions. I think it comes when it's using Wikipedia when I've done any of my academic attainments. On no occasion could I ever quote Wikipedia sufficiently well validated is absolutely brilliant. And as a business we have donated to it every year for the last five or six years because I think it's good really is a very useful resource, and I'm sure a lot of you use it. But again, think about the purpose off the article. What it's there for, who is the author made these things, who's edited the content now that's their waited to get their information to do it and then double check what's there. But I do think it's worth forming up some of the troops I have written extensively on motivation, ability and confidence building. But I haven't put anything into Wikipedia, so the theories off motivation are quite quite good. But the models of motivation are not because it doesn't include the latest stuff because I haven't put it there and nobody else has been bothered to do it. So you get some angle that is not a zoo completed. You'd rather hope it would be okay. Not a personal gripe is just the fact of the way that it is so not a lot of thoughts and ideas there. When you are looking at trying to get good information on make a good story. And this is really what we're gonna do now is look at how well you can put your story across.
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one of the core competencies from the S. R. A is about being an advocate both inside and outside of court. Natural enough is a non lawyer. I'm gonna be talking about what goes on outside of court, where you are an advocate. In other words, you can promote put across your ideas on that maybe internally within the firm it may be with clients. You may put a cross on being advocate for your firmas a brand. You may be an advocate of your profession and as we'll see when we look at marketing later on the sub, the best marking is done in those moments of truth where there are interactions between staff members and clients because that is their moment of truth, their actions in the moment and everybody can influence that in some way. So I'm gonna be looking here about communications in the degree to which we can do improve our communications to achieve an outcome. Now, the communication skills program that I put together will tell you the purpose of communications to change something is to inform somebody to get somebody to inform you to have some sort of transaction basis that they change their ideas who united from your mind into their mind trying get it right? So really, what we're trying to do here is to look at shaping other people's behaviors and using components to demonstrate components of language to demonstrate how we can do that. I was fortunate to work with the Jap who's selling was Crossings, professor of linguistics over the West country, work for him on a fascinating guy. His parents have been laughed, called Christopher, So students primitive Absolute field day, calling him Professor Criss Cross. But nonetheless, Chris was a great guy, and he explained to me, Metta programs, fancy title. What's it mean? The little bits of language which has the most influence. Okay, so maybe long parts of language tend to be fairly short parts. And what he demonstrated in a lot of research that he didn't have summarized it from page 33 onwards in the Workbook Waas summaries of films that he took off meetings and conversations at work not quite like the officer, very humorous, uh, comedy program. But, uh, looking at the real world on listening to conversations missing what was going on, and he could be able to come up with some very clear identification of If you use a particular form phrase, what likely response we expect from others Demonstrate how we can change people's behavior in this way. Let me take you through the core pieces that he was looking at when he did this research. So what have we got? Well, the 1st 1 of these is You can ask somebody. What do you think? Seek an idea. Let's taken every day nature running the business. One research was done in business, but you may take a simple thing. You're talking to a significant other half of what you fancy doing tonight when you want to get to go tonight. Today? Well, the first thing is you seek an idea on, as the data suggests, there on figure to the 8% people will give you a response. That is an idea as I come Proposal or a suggestion. So, you know, four out of five people in business if you ask for an idea, will give you a response. It is indeed an idea. So proposal, suggestion on they won the same Well, the proposal might be again taking the everyday nature. Ah, somebody made proposed. When your other halfs is, what should we do tonight? You say, Let's go out for me. I think you got from the lesson proposal. You You think that's a proposal on a proposal? Will yield a different response to a suggestion. I'll come back to responses in a minute. What is a suggestion? Well, the proposal is I think you should go for male tonight. Save your cooking will say may cooking, depending on who does the cooking or you may have. Hey, how do you feel about going out for a meal tonight? So a proposal is I think we should. A suggestion is, how do you feel about are those the two meta programs that distinguish between going out for a meal? So if you make a proposal as a more senior person within your organization, you may get a different response than if you were giving a suggestion. Because the proposal and Chris is information that 40% of responses when people hear a proposal is going to sit well, yeah, but mine's a bit short this this month, or I'm a bit tired from work or don't for your life care or getting dressed up again to go out. Whatever the proposal, maybe your idea is getting knocked back by nearly 40%. Compare that with a suggestion where you make a suggestion, you can have the number off responses you'll get that suggests it differently, with it drops to 18% as you'll see in figure four. So what are we doing here? What proposals could be very good for flushing out resistance suggestions may be much better to get people to go along with that, because if you want to get support for an idea, a proposal, then somewhere around 1/4 will support that proposal. Whatever the proposal is compared with that same intention being offered as a suggestion, you'll end up with almost with nearly double the number of people that will support that suggestion because the assertiveness is there in the proposal. But the option for somebody to have a think about it is that with a suggestion so subtle differences there I was exploring. Now the response to a proposal suggestion may in fact be something that says, building every day. Nature might be to the idea about going out for me from meal these building on that might be well agree. Let's not cook tonight, but we're gonna take away. That takes the idea away from the kitchen where cooking is going to be occurring. Going out going out is actually to get a take away, and then he says home so you could build on the idea and adapt it to change it in that building. And of course, that's a very powerful response to somebody that gives a proposal or suggestion because you move it forward, you may say that that would go out. You may say what you could on fed up, you know, disagreeing with it is it's very straightforward response, and there's nothing wrong with disagreeing. But when somebody disagrees with you, then of course it does make that idea that you put across more difficult. So is suggesting on idea going to decrease the number of people that are more likely to disagree? Well, of course, it's important to explore the way in which people respond to that. Um, if you disagree with the idea, somebody says Let's go out for a meal is no, I don't want to What reaction and you like to get by disagree what? It depends who you with course each other's merits. But generally, when you disagree, as it suggests on figure six over there on page 35 then 40 or so percent will explain a little bit more on, 31% disagree with your disagreement. So what you can see here is that by disagreeing with somebody's idea, then that's where conflict can start to occur. So is there a better response to an idea that somebody else gives that will be better than disagree? It may be that you would be supporting, while supporting you would expect to be very, very powerful as a way off moving things forward. Supporting would be quite helpful to go along with the idea. That's just saying yes, I agree with the idea on Ben. You get people to give a little bit more if you say Let's go out, then people come back, I think go to Nando's or we go to Frankie and Benny's Or we'll go to the McDonald's or will go to that design, a restaurant bistro on the High Street. So the supporting is going to give different. Green is gonna give different reactions. If you're stating difficulties, then you get a lot of different responses. It's very difficult to predict what out coming or get. If somebody gives you an idea and you say Well, that it's been expensive, distinctly, that you get a whole variety of different responses. It's less pretty. So stop and think for a moment when you are trying to put your point across whether you propose ideas or suggest ideas. Suggestions are giving up people opportunity to respond. Um, if you build on an idea that you hear somebody else gave if they come up with a disagreement, then you may be able to support their disagree. I understand what you're saying about shortness of cash. You're absolutely right. I think we could make savings in that area and we put it on the credit card and pay for it next month, whatever it might be, so you can support a bit of it and then actually moving forward and that moves your ideas further. Finally, of course, just finished this piece off, seeking clarification. Then you won't be a total surprise that 90% people will give you more clarification out tonight. What had you in mind and you'll get more information there clarifying, explaining and informing just to finish off. Looks at the dialogue goes on. So I've done a very, very quick summary here off how you can shape somebody else's behavior. It is just the key parts of it. But when you're looking at conversations, you can see how easy it is to begin to get that idea across to somebody else and to get a particular response. This is part and parcel off negotiating skills. For example, if you want to look at how to get your own way as part of advocacy, they're negotiating Skills is an adjunct on extended. We've got some fundamentals in advance negotiating skills programs within date a little. But do recognise that if you here's a suggestion Andi seek clarification before giving an opinion on that, then you'll get more information to decide whether or not you want to move it forward. So what? Can you actually do this in practice? Well, I think if you're ever at a meeting in the firm with a group of people and your little bit sort of, you know, mind wanders because they're talking about something doesn't relate to you. Then stop something. Look, monitor who puts proposals who put suggestions, who disagrees, who seeks clarification? Who builds who doesn't build? If you're in a meeting situation and you want on idea to be more successfully adopted, you may address somebody who tends to build on ideas. Well, how do you feel about this? Do you think we can improve on this suggestion and then you're spot? The builders were actually, Yeah. I think back that you could try this, or we might be better if we did that. If you were hearing somebody else's idea on you, wanted to knock it back. Didn't want to agree with it. But, you know, somebody else is always a bit difficult bit. Boy sees the dark side of things. My test. I know calling. But what do you think this is you've got? You've done this sort of thing before. What was your experience? You know darn well that common doesn't like the idea Nichols in. He will then move to say what you actually wanted to say. These do disagree so you can monitor other people the nonverbal body language. Sometimes the discussions in, um, political discussions on TV. I don't find particular that tennis Fine Watch question time with the sound down and see who on the panel is getting anxious and writing and sitting back. And it's fascinating to see the body language, so it could be quite useful to do that. But also spot yourself. Also, stop and think yourself. Where are you responding? That's causing a conflict? Are you disagreeing, or do you seek clarity before deciding what's worth pursuing? What is less pursuing on? Are you the sort of person is going to carefully suggest at a meeting, get a better response and put proposals out that get no back When you get back, you just feel, you know, I don't think we'll bother on. There are those who will not comes back because they want to demonstrate that they have a bright ideas. And that, of course, is what happens with groups sink. We talked about those biases. Onda, stop a look on. Just use this as a little checklist to spot those who proposed versus suggests. See if you can spot the differences from suggesting something to proposing something. If you disagree with something, then of course, it gives run response. If you state difficulties with something, you'll get another spot. Those who likely disagree with you spot those will come up with difficulties, and there are those whose glass is half full on those grasses that are half empty. So look who's seeking clarification before giving an opinion that talks an idea back that builds on an idea you can then use then because when you talk to them, they'll build on your idea. And it's surprising how quickly your ideas could be adopted because two voices on the same wavelength more powerful. So even if the majority would be against your idea, then of course, you could put that together successfully. Look at those nonverbal signals. Body language, very powerful. Lean forward. Lean back, for example. Just talked about so lots of things going on there on DSI, who speaks to who and seekers any patterns on this was one of the pictures that crisscross used on. We could see here that the more senior manager with Thai worlds making the person to his right, you're a little uncomfortable. I was looking at what she was writing, and she it's beginning to feel a bit shy here. There was a lot of body language stuff going on, so superficial, perhaps for this, but we have a lot to get through. But I hope you found that useful because what I'd like to do now is to move it forward. To think about persuasion and influence is powerful parcel of the good skill sets that every professional like you is going to meet the ability to negotiate with others, to be persuasive and to be influential, of course, is one of the most admired skills off all professionals. Because we have to do this so many times. We do this not only in work with colleagues, we will be persuasive and influence others. Certainly when we're dealing with clients on, we use thes skills all over the place, inside and outside of work. So persuasion that influence well, persuasion is the techniques used to get somebody to do something. Wouldn't the world be wonderful if you were right all the time and everybody else agreed with you? And that's I think a little bit of the frustration we have with discussions conversations is that sometimes it doesn't go as well as it should, and what I aim to do in this short section here is to explore some ideas to help you think about what it is you do and how you do it, to be persuasive and to influence people. So let's have a look at the support that's available from data law. As always with these programs, there is another course of different level I've recorded negotiating skills of fundamentals on. I suspect that many of you have got a lot of those things toe hand ready. But then there is an advanced program that looks, skills and a lot more detail. But what are we talking about? Well, is negotiation and arts Do you have that, or is it a science? Well, the science negotiations and says, Here is about the facts that you could bring to bear to be influential. Persuade somebody. But the art of negotiation is about people. Andi, Like most things, they art has a skill, a skill, attacks, trick, skill to be able to draw accurately, skill, to be able to use the right colors in the right place. On your palate, I think negotiations a little bit like that. You can begin to pick these things up in overtime. Practice improves some of the things, so let's have a little bit of practical experience when we're looking here about the art of negotiation about people. If you turn to Page 39 off the workbook, you'll find there that we're looking at inference from a number off different guises. On influencing is really what we're trying to explore different approaches that we can use to be influential. So we have a look down on page 39 of 40. You'll see that we've got five different ways or being able to influence people. Okay, Dale Carnegie wrote the seminal text How to Win Friends and Influence People on That has been Britain many, many decades ago. Still very, very popular text how to win friends and influence people to get those communications sorted out. So it's very much another mental. What I'd like you to do is to have a look at those five strategies on see if you could bring up examples off behaviors that my illustrate a particular approach to those strategies, so to push, to pull, to persuade, to prevent and to use preparatory activities. So pause the program for a moment, have a look at those different areas and see if you can give an example off the sort of thing that might be push somebody that might pull somebody that might persuade on that will give you an idea off the range and scope of influencing strategies that we can use. Okay, well, I hope you did pause the program and you did look at those on Explore some ideas on various approaches to be influential. Right? Push. What are we doing there? There we are creating a particular set of circumstances where you push somebody to take action. They feel the force pushing against them. Here's my hand. Here's the other one on. I'm pushing somebody to do something that clearly that's going to be short term, because while the pressure is there to push somebody, then that might move. The reaction to a push, of course, is so he might push back on. Some conflict can occur. We'll talk about how we can negotiate out of conflict in a moment on, Of course, if you are pushing people move, Stop pushing. People stopped moving. It's there for a short term strategy, and it may work, but indeed it may backfire. So what example have you got one that I have that springs to mind is to say, somebody will look, I'm on vacation on Friday. There's really needs to get sorted now, if not, will be too late because I'm away for a fortnight. And that, of course, gives somebody a time limit on. Of course, in many of the negotiations that you have, particularly litigators, then time limits, of course, become very important. Now the compressive pushes to polls. If I'm pulling somebody along, then that clearly indicates that I've got some positive offer, something that will bring somebody along on again. If I stopped pulling, they may not continue to follow. If I pull too hard, they'll resist the speed with which they have to change their direction. But what sorts of things might be Well, it's some sort of incentive that you need to give people to pull somebody along on the way that I always presented in negotiating skills programs is about the if you, then I will. So you have somebody the, uh, the first part of that statement. If you indicate what they must do on, then the I will is what they will get as a consequence off. So if you complete the documents by the end of the day that I will turn around overnight. She'll have first thing in morning, so the benefit that they are going to get you leave with benefit on, then life is good on the everyday example that I give is somebody trying to character child to eat their first course? And you say, If you eat your first course, you can have some chocolate pudding and you're not denying anybody chocolate pudding. You're saying, if you eat your first course, then you'll get it in other words, says the reward. But it's up to them to decide whether or not they do what is required to get reward that they. So what is persuasion? Well, persuasion, of course, is a whole bag on its own, a whole raft of different techniques. But I think that it's the difficulty that, rather than trying to persuade somebody just be persuades if rather than influence other people, be influential in other words, what you're able to do, try and try and convince me. Just be convincing on. If I said something as I have done throughout this program to you, it might be something that would be, well, professionals like you know, what am I doing there are appealing to your good sense to be a professional? I'm appealing to the great idea that everyone is a professional and therefore, as a professional, you'll be interested in as a professional your heart like that. They know or not. I'm not a professional. No, no, no. That's why won't be interested. Not being interested suggests that you're not professional, so that can be a little bit off persuasion. Well, what about the over page? Page 40 Preventative. What about the preventative? Well, if you don't, then you won't. And it's again a little bit like the example we gave on the pull. It's where you are, indicating what they're not going to get if they don't do something. So until you complete the documents, then you can't get the next age going. So it's entirely up to you. If you want to create the delay by not completing the documents, then that's your choice. I would prefer you not to do that, but if you choose to, then clearly I can't do the next bit. And that's the sort of thing that you may be persuasive with particular client before example and then finally, what about the preparatory? While a lot of influence in negotiations is about preparation beforehand, Andi only negotiating skills program The fundamentals we showed you. The eight stages of negotiations on the 1st 1 of course, is to prepare. And, um, Benjamin Franklin, American president, said that failing to plan is planning to fail, so preparatory planning beforehand becomes very, very poor on the sorts of conversations that I have with people. When we're talking about staff engagement, for example, might say to a senior person in the firm, How much profit have you lost this year from poor engagement of stuff? Another simple question that one would ask to prepare for what follows is How would you like to keep your best talent? Do you enjoy spending fees on recruiting agents to replace good people? Would you like to retain the good people and not spend the money on recruitment agents? All of those, of course, need to a particular answer, and the answer's Yes, I I would like to make more profit. Yes, I would like to keep my best talent. I don't know how much profit I've lost from my staff that aren't engaged. What Would you like me to show you how I can give you a free test that you could run? What cost you anything? And it will begin to identify where the problems are on what you need to be able to do in order to put those things right and make more profit. If you're happy with the profits you're making the moment, then that's absolutely fine. So when would you like to have a conversation? She is trying to be persuasive. So a few ideas there to take us through the art off negotiation is about people on people are influenced and persuaded. So sometimes, of course, as I've suggested with post strategies pull strategies, people not liking the fact that they are failing in some way by you suggesting they're losing profit. Then there may be conflict. So where there's Conflict co were clearly indicate that occurs between people on, we will on this program look at people on people's behavior in the next section quite a bit, but I think the thing that happens with conflict is can be very damaging to relationships can be very damaging, can be inevitable part or negotiations. Of course, it just depends on where you are. So how would you negotiate after conflict? I think there's four call strategies that worth exploring details with your notes, of course, But you must separate people from the problem. I think a lot of people a lot of problems occur in negotiations. Because it gets personal is to say, Well, I think that you are telling me porky pies. I think you are lying to me. Of course, personalizes it. If someone gives you piece of information you don't believe, then you just now attached that lack of belief to the person on rather and say to somebody I think you're giving me, uh, telling me lies. Personalize It is to say I'd like to substantiate that information. Could you just give me the source? Or I'd like to have a break for an hour just so I could check out the source of information. You just give me separate people that are not suggesting that you are out to mislead. May. What I am suggesting is that I don't know the source of that information. I would like to check it So you separate people from the problem. Second, a focus on the interests, not position. I think there's a little bit of a rhetoric or negotiations on persuasion is to say, Well, what's your position on this? Well, remember, you are the solicitor. Did you are one then? The client is always the client on those positions. Don't change the buyer off a car remains the buyer of the car. The seller of the car is always the seller off the car. What are the interests in the off the buyer? What are the interests off the center and you focus on the interests rather than a particular position? Because you focus on the position which may indeed not change, you won't change being a solicitor. The climate change being a client that schools should lose them. There would be a non client, So what we need to focus on is not the individuals, not the position they hold, which may be intransigent may not be moving. But if you're focusing on the interests or a particular individual, then there's options for game of that, therefore allows the options for gain to come out because we're focusing on the interests. What are the interests of the buyer of a car will kill you. They want to pay the least they can for the item concerned. What's the interest of the seller? They want to make sure that they get the best value. Okay, all those things don't change. But just focusing on why your car is such a wonderful car on the best thing that could ever happen to anybody's to buy it on. Why the purchase that will look at the car? Think I have seen better cars on a random street somewhere? This is not a very good car, of course, that will focus very much on the positions that people got on, not lead to any particular outcome. So invent options requires a little bit off a lateral, sinking a lot of opportunity to look at the problem from a number of different points of view. Options for mutual gain are very important and that, therefore, is bringing people close together around folks, young people, and then at the end of the day, we're trying to focus very much in frustration. Negotiations influence on objective criteria, often timelines, often values of money, and so on and so forth on we could be very objective of what those things are on just hard on principle negotiations. Now these four ideas come out of something called Harvard negotiations, which are very, very hard on the principles but very flexible on the options on What do we mean by hard on principles is to say in my negotiations as a solicitor, I'm not going to set out to deceive you. That would be inappropriate. That would be unethical. And I would therefore not expect you to try and deceive me either, because I think what we'll have is an equitable set of behaviors and would be very hard on that. I will not use threats against you. I will not yield to threats. I will never threaten anybody. Warnings, of course, are legitimate and quite different because of warning is the consequence of somebody else's action or inaction that will bring set of outcomes. Whereas a threat is something that I would be bringing out myself independent off their actions. So subtle things there to look at. Well, okay, well, that's fine. But what about the errors? What are those errors that occur on? I think that in the analysis that I've done of what? Training, running, training courses, watching people on those training courses run through a set of circumstances. I think there's a lot of errors that people make without realizing it. I just like to rub 31 or two of these for you, the number of times when running case studies in negotiations, people focusing on how much they can say the gift of the gap, the the explanations they're giving the heart cell. Now you and I probably don't like to be on the receiving end off the Hartsell. I think good negotiators look a bit like you a bit like me. I hope that you have to function eyes and to function ears and one mouth that functions reasonably well, but we use them in the same proportion. Rather than rely on what we say, we rely on what we see in here as a consequence off questions. I always use a questioning technique to ask the questions rather than Hey, let me tell you about a way of making extra profits because I've got a wonderful idea. It's called engagement multiply, and it really does make a difference to your life. It really will give you the prophet that you're looking for at just wear somebody down. But a simple question off. How much profit have you lost from non engaged stuff? Would you estimate it to be £1000.100,000 pounds? What did you feel it would be? Would you like to know what it is? Would you like to get a handle on that? Would you like to be able to reverse those trends? Those are positive, a less reliant on Hartsell. But on logical series of questions, I think a lot of people will not compromise. They think that compromise is a sign of weakness on. We see this so often when it comes to political parties negotiating companies with staff issues coming through from unions. And that's something that that compromise is a sign of weakness, actually, is no, because I'd like to get on equitable solution to a particular problem on. If there's one thing getting in the way of the problem, then the problem then that becomes a mutual problem. Something else is intransigent becomes my problem. If they're intransigent, it becomes my problem. So it's a mutual problem. Therefore, are there compromises? And of course, what I will do is to give away a little bit in order to gain something else, and that equitable relationship is what it's all about. People forget that compromise is not bad. Just has to be in the right way with the right set of circumstances onto the gift of the girl means that people do all the talking. I'm not enough of listening. Then if you do recognize somebody else's needs, Looking at Negotiating Skills program is to understand people on what interests them on, recognize their needs on. I understand that you see the bigger picture rather just focus on the details so misting on observing what's going on. It doesn't say their biggest problem is that you may have a great argument, but it may be great to you, but it is great to me because, you know, listening to me rather look listening to your so called great argument. So another problem can occur. There is to recognize that a great argument could come from great questions rather great states. I mean, if you're going to be standing on orange box making a comment to appeal to a wide audience, then maybe you need a great argument. But in most of the situations where you're trying to be influential. You understand the needs off the other people. Then, of course, you could be much more influential on then. Recognize that when you are influencing people that, uh, persuasion is not an event. It is a process. So the problem was, unlike beepers, raising now Duff, that's it Done. Sorted. No, it isn't. It's a process over time on that gets that barrels between power and influence within the workplace having great fun making my lollypop stick with stones on it wriggle about. But it is that balance between power and influence on what's more important in business, power or influence. Well, there's no many people in business that have power, but people like you do have a tremendous amount off influence. So we have that, too. So if we're talking about influence and persuasion, what is there the persuasion equation? What is there that's there to help us? How can we move things forward? I think the first thing to do is to understand what it is that establishes credibility. Well, clearly, as a, uh qualified professional in a particular area, you have credibility in the area over me because I don't have those qualifications in that area. So your qualifications as a solicitor or a barrister or whatever it might be, will establish that credibility that you've bean. Working in particular area for a number of years establishes credibility. So there's a number of things that could do that, not just qualifications. One of things that that you will be able to use, of course, as you move forward in your profession, is to be able to write good articles that get published in various journals that you can. If you are in business to business environments, you'll write articles in a business journal on that establishes credibility and one thing. Areas of client care we'll talk about. I'll call upon some articles that I've written practical or and so forth to look at the establishing credibility that I have written. Eight textbooks may establish certain degree off credibility in certain circles. It's those sorts of things to do that. So they establish your credibility maybe by the firm, maybe by the position in the firm. Maybe by your experience, maybe it's by the sort of work that you've done. Let's raise it. If one side has a problem, then frame it is a common ground because it's a mutual problem if it doesn't get resolved on. Therefore, we're looking at ways to solve that. So persuasions, to say, a common ground. I'm a professional. Your professional I'm using that basis is establishing a common ground when running training courses. Because professionals like you know that this will be off benefit to you on that establishes that common ground. Of course, much of your work will be to provide the appropriate evidence on evidence that people believe and understand, and, of course, establish it as being valid and understood on. That, of course, does make quite a lot of difference. And I think the best evidence that could be brought to bear is not what you say, but what they say in response to a question. If you don't get this document to me by the end of the day, then you'll miss out on this. That and the other on the wall. They'll here is whatever it is that you're saying. Trying to bid said that they need to take action, whereas how you feel if you miss out on this or what do you think will be the consequences of not completing it on time. What will happen if we delay? It's those sorts of questions, and it is their opinion that establishes some very, very strong evidence in their own mind because they sell to themselves. Let's face it, every decision that's made business or privately or in any situation, any decision is going to be made emotionally backed up logically. So think about that. Repeated Every decision we make is made emotionally backed up, logically to establish it on. The best logic that anybody can have is their own logic, and you could use the right sort of approaches to establish that on that therefore becomes powerfully persuasive theme influencing strategies We've talked about five. There are a variety off when we could look at the end of this on the things that really influences and broaden it a little bit further on those complete, very persuasive when they used in the right way, in conjunction or in the right secrets. So let's have a look at what it is that influences us a za way of completing this part off the program. I'm drawing on the work off professor off communications Robert Cal. Teeny, he's written books on getting to Yes, in negotiation, on looking at influence. Generally on, I've added a few thoughts myself to, um I've just mentioned he was Professor. What does that convince you? Well, professors have obviously learned individuals. Professors, it suggests, may do a bit of research on draw on that research, empirical or otherwise empirical meaning primary data of the road or, indeed, some. Secondly, data from somewhere else. They do the research. So is that influential while he's from the University of Arizona. Now you may have an opinion about Oxford Cambridge University. Baby, you went to place of learning on that will be influential to you, of course, depends on whether you think Arizona's got a good university, whether a professor from there is going to be influential to you. So, as you can see in most dialogue, communications is now of influence. So let's summarize the influencing strategies. Well, if you do something for me that I don't do something for you. That reciprocation, of course, is classic earned. Calvi was calling upon the situation where something comes along. The end of the meal about keeping the bill gives you those little chocks beside the coffee or a mentor something like that? A. I really enjoyed serving. You have an extra one or something like that. Well, that's it's gonna be reciprocated by higher tips. Well, that that's the example that canteen years. But basically it's the favor bank. You do something for somebody else. It expects something if people do something once, they're more likely to do the same thing again. On the classic example that I've seen used is that when you have an appointment system that you want somebody to come along and you've got a face to face with you in your fixing up an appointment to come back with documents here in a week's time, same time next year, deal. Whatever it is, rather write the appointment can't give them the appointment card. Get them to write in the details. That's more likely that they will be consistent with the signature that they've given all the hand written note on time dates and so forth on the back of the appointment card. It's that commitment, consistency principle being used there. I have used social proof. I've used the fact that your professional and you're interested in becoming a better professional. You're interested in progressing your career to reap rewards you deserve well, wear like that. I mean, I might be twice your age, but we are similar in many, many respects effect social proof people like us. I know that you and I share 20 different experiences of life on we have in common. You may look at me and think, My God is May I couldn't have done anything more remote than I don't begin to know this person on. I wouldn't expect that we do have 20 things in common. Well, we have one of your interest in exploring it. Well, you'll find those on the communication skills program, but if you like somebody, you're more likely to do something. So there's a lot being done to influence people by taking the appropriate approach on, Obviously, that having something in common with that, say locals business interest. It's a sporting interest. It's a something to do, which in Britain, of course, we do seem to have extremes of weather. We'll talk about the weather or something like that, something that we have in common and have that commonality on. I do do that in most business communications. I might add something that has something to do with something other than work just to build up liking on report with others because it makes my life much more interesting and enjoyable. And of course, the you better hurry because it won't be there next week, or I've only got a certain number available or the time is limited or ever got this budget is that scarcity principle on? When Concord stopped flying, they announced it was going to stop flying in so many months time. And there was an empty flight between that statement on the last flight because of scarcity, just drove more more people to do it before it right out. Now you're the expert. So the experts that I used to help me with Corporation Tax, that experts I used to help me complete my own personal tax. They have experience, authority and therefore power compared to me, because I don't know that I'm engaging a solicitor to sell a house or engaging a solicitor to deal with the road accident or whatever it WAAS will. Of course, appeal on that is very influential alongside that and will be evidence and logic. No evidence and logic is not necessarily related to expert authority of power because I may research something and say, Well, look, if you look at this, it's not me telling you it's this person and they've got credibility. Here's the evidence and here's the logic on you do the calculations on there is the logic and I'll show you some calculations and what an extra six minutes and 1/2 day will give your business on. I'll get you to do the numbers that will show you what an extra six minutes in half a day and recorded by everyone in your firm on how many hundreds of pounds or even thousands of pounds, or even hundreds of thousands of pounds that you'll get. As a consequence of that, I would do the calculations. You will do it on. My goodness, isn't that influential because you have calculated numbers? No. May. Now they vision enthusiasm. Well, I hope you feel that I got a little bit of enthusiasm for this subject called C P D. Because I think it's very, very important on. I have thoroughly enjoyed my career going through lots, lots of CPD. So I have vision and enthusiasm for that Onda. We don't all have to be a candy or something like that. To have that vision, enthusiasm or greatly is, of course, have that. So there we go. That's influence. Let's not forget that Good communications YSL part and parcel off being influential quite a lot there. But I hope that's useful. Andi give you a few thoughts and ideas, so make sure you capture them somewhere, jot down a few notes and ideas before we move on. Because then we're going now to look at Section C, which is all about working with other people. Don't you just love other people? Let's talk about that now.
00:46:03
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in this part of the program, we're going to be looking at working with other people, both within your firm clients outside your firm suppliers. Barris is whoever it is that you have to be dealing with on looking at how we can improve some of our communications. So working with others, of course, is going to be important even for sole practitioners. So let's get straight into this and look at working internally with other people within the firm, building those professional relationships upon which your success is so important on again with Data Lord, we provided communication workplaces the key text to explore cookie program to explore, to think about what we do to improve things in terms of communications. And I don't know any organization that I've met over the last four years. That would say we've got our internal communications sorted so very important. He's too. So let's have a look now if I asked you a simple question. Is there such thing as difficult people? I suppose most people will put hands up to year difficult people. Well, I've got news for you. There's no such thing as difficult people, but their behavior might be you see if you stop and analyze it, There is absolutely nothing you could do about other people's character. There values their thoughts, their ideas, their inner feelings. You can't anything about that, and neither should you. Try, because it's just not gonna get you anywhere. All it will do is rough of yours and possibly their feathers to. So what we have to do is to accept that what we have to deal with is behaviors. So within the workbook, there's a little picture you can have a look at on Page 46 working with other people on this is his three concentric circles. Picture that I've got there on. Duh. Even if you haven't got that picture toe hand, then just think about these three concentric circles because right in the middle of you and me are our core values. Those are things that we developed as infants by our relationship with people who were parents, carers, older siblings, whatever it might be. Even younger siblings. Andi. By the time we got about five, it's often said show of the five year old I'll show you the adult Andi. What it means is that people end up a moving through to the older childhood into adulthood with those call values about what's right and what's wrong, what works. Of course, the only thing that will improve these and change these impel ish these add to them is our own personal experience, but deep within us, and there's no something that you need to get hold off unless you happen to be a psychiatrist or something like that. So those that core values and how do we know where they are, what they're doing? Well, they get expressed out on the next layer, rather like the layers of an onion on that is a set of attitudes or beliefs, attitudes to use with green hair or whatever it might be our beliefs about ourselves, about others, about the world around us on In most organisations in most regular organized societies, these things we keep in particular control on all weaken. Recognizing other people are a set of behaviors. No, that is fairly straight for So this is what you see. You see the behaviors outside off the onion on its those behaviors that we have to deal with. So when you look at ourselves coming up with our own set of behaviors coming into contact with other people's sets. Behaviors. Then all is there congruence with the behaviors? Do they fit in with what we want? Or, indeed, is there some dissonance? Some, uh, conflict that can occur because their behaviors are not the sorts behaviors that I think are appropriate? Let's face it, you'll meet people in all walks of life who feel that their sits behaviors appropriate, perfectly appropriate, and they will do what they want to do. But don't you dare try and do the same thing back to them because they have a set of behaviours which okay for them toe have, but not for you to have. And that's really where the conflict arises. So think about your work. Comics on it is likely that most of the time most people get it, as in, they buy into the ethos or culture, if you will off your phone. The cultural aspects of are very, very important. If you are a leader of a team seeing it in an organization, then the way we do things around here as way of explaining what culture is is fundamental. You want to recruit people who buy into that culture, that service mentality that all good professional service firms will have on those sets. Behaviors, of course, are very, very important to the brand that being the name off your business. So what happens then? If things go arrive well, there's a number of things that we can do to deal with behaviors on one of them, of course, is not to personalize it. It's a bit like saying to a child, you're a very naughty boy. You're a very naughty girl while you're labeling the individual as being naughty rather than saying what you did was very unkind. What you did was very naughty on. Therefore, we need to separate out. The behaviors are not personalized. So when you're in a difficult situation with somebody else, then there's a number of things that one has to do in order to try and resolve the problem of very simple model. What I've got here on bits again on page 46 47 a lot of dialogue in the notes for you, but let me take you through what is called the four a model so dealing with difficult behaviours when you see a difficult behaviour is to stop on assess what's going on to assess the situation. What happened, what happened before what happened? What's like it happened afterwards? Ask questions at this stage to assess what's going on. It sounds like you have got very angry with something. What was it that I did specifically that made you angry? And so what if it was assessed the situation? Because if you just jumped your first knee jerk reaction that so called book, here we go, the thinking for us thinking slow, the quick responses up. I'll deal with it this way. Bang conflict. So it takes some time to engage other parts of the mind to think about what is going on on, then analyze it now. Assessing the situation is what's actually happening. In fact, what did happen or what would happen so forth? But analyze it in such a way that you can better aware off the consequences of what's going on. Better aware off what reaction you can give to help resolve the situation, so analyzing it, look at the bigger picture. Look at what's going on on DSI, whether or not there's something happening outside of work that's affecting somebody in work on my former colleague John Williams says. He always said, Well, if people aren't taking work home, then please with they're not bring home into work I think that's probably quite good. You know, things go on in our lives that are challenging, and we don't always have to bring those into work to upset the, uh, the culture of the organisation by Metallica whinge. When it happens from time to time, life happens but analyze the situation. So what's going on of then? Takes of decisions about where you would like it to go. So think yourselves. Is that okay? This has made me feel sad. I I would like to know whether or not I have done something that made you feel Petitti say, Let me understand what's going on on, then aim for some particular conclusion as to where it should be. I think assertiveness is very, very powerful. I think aggression is inappropriate. And I think being meek mild is also so. Assertion is a lot better than arrogance. Arrogance is village north of assertion on the meek is a long way south. So what are we gonna do with this? We'll think about these things and bring them all together to say Okay, this is the way forward because you've assessed the situations to what it is, what it's done for what the situation is analysed, why it may have occurred where it may be going on. Why on then decide what would be most appropriate for the benefit off the continued working relationship, continued service of clients that your firm has a strong reputation for and said, Okay, this is the way forward. So I hope that's useful to slow down a little bit. The immediate reaction to of All right, well, then, now that both on the conflict and reacting immediately to those itinerant behaviors that you'll meet from time to time and take a more measured, slow approach, it takes effort. It takes time, but very often it's better to sort it out once and for all in a proper professional fashion that it would be to keep fighting fires when there So okay, that's dealing with difficult behaviour. Let's don't think about something else that's very much embedded in the communications program on something that I've explored. I'm not a practitioner office, but explain what it is, how you could use it now. Neuro linguistic programming doesn't exactly roll off tone, but NLP letters, of course, is well known in coaching circles in sporting circles. Andi is being used quite a lot in communication to help understand what people, uh, have as their preferred way off thinking. So let's go through it. Neuro This, yeah, has office application to neurology to the science of brain off. Thinking on your own. Linguistic is words. Now I am English. I was born into an English family. I speak English English. Is my mother tongue on? I think in English. I dream in English. I'm not having a dialogue in any other language. I have tried manfully to learn French. I travelled France quite a bit, but I wouldn't say that. I think in French. I do think in English. I have to convert what I'm thinking in English and turn it into French words and try and put that into a language that you may have a different origin. A different mother tongue on. You will recognize that you'll have thoughts in particular. Language is brought up in a multi language environment, perhaps parents speaking different languages or whatever, then great nothing's a great benefit you're thinking will be related to the words that you use. And that's really what it's all about is thinking preferences in the language because that does the programming. It programs behaviors. Okay, and that's what we're looking at here. So taking you through it very quickly just to get a feel for what it's all about is being able to relate one's thinking to the senses on the five core senses off, um, sight, sound, touch, smell, taste and so forth related to neuro linguistic programming. The most common ones, of course, are sight, sound and touch on. There's also thinking, which is called digital deals with logic on New Miracle thinking. Let me take you through on illustrate what I mean. This is the power off NLP is that if you listen very carefully to what people are saying on the words they're using, you will be able to tap into their thinking preferences. Once you tap into their thinking preferences, you can use forms of language that they will more quickly understand. Let's show you an example. See what I said there? Let me show you an example, because that's visual words that have some sort of image or site relative to it. So when you're in conversation with people trying to explain something, and they say to you, I don't I don't see what you mean. I don't see the point. It's not very clear to me. You've been muddying the waters. All those phrases allude to visual preference because they using language that relates to the way they like to receive information. So think about those because it's very, very important to able to track that some people will have a strong preference in that area. It may be that they have more than one preference. In other words, they're fairly similar in a couple of areas. And that's really what the come skills communication skills Workshop is doing is giving you a simple A test to uncover your own thinking presences. But just by being aware of it, you condone, get a clear idea off the sorts of things that look right to you. You see, I've just used all those phrases for visual, uh, references. And so that's one off. No particular order. Another one off his auditory Don't re sounds like to you, does it sound confusing? Does it bring a bell. Those sorts of things are very powerful. Are tools that you can use for those sort of firm auditory imbalance of speaking, turning a deaf air word for word. It's on the tip of my tongue. Those sorts of auditory sounds loud and clear on the same wavelength that's unheard off. All of those things are auditory. I'll be able to spot that in somebody else's conversation means that you be able to recognize what they're thinking. Preferences are that begin to use those that I work with, people who do have subtly different thinking preferences on bond I will definitely use. Let me ask you to. Could I ask you, just have a look at this email? Does it breed okay to you? Does it look right on so on, so forth? The visual clues to somebody else who I know has got a strong auditory preference didn't just have, ah, a root of this email. Does it sound like I'm expressing myself properly? How's that going to be received? All those sorts of auditory sound clues? No, the other strong sense we have a sense of touch. Kinesthetic on. This is the feeling that touching equivalents on what to the what's of language clues can you expect to find with a kinesthetic approach? Well, you have to take the rough with the smooth. It has to feel right. It may be a bit hot, cold, all those sorts of things to do with sensitive off body senses, fingertips and so on. And so I can't put my finger on it. I can't grab hold of that. So again, if I was asking something, have looking an email, then you'd say This is what I'm saying. Does that feel right to you? Do you think that would ruffle any feathers? Do you think it will? Somebody will bite back on this on those expressions will be much, much easier for somebody with strong can aesthetic approach to be able to deal with. Yeah, Now I have to say that none of the above Army and I'd meet a lot of professional people who actually have a very strong digital logic thought to it. Let's face it. Most professions air dealing with facts, the facts of numbers, the facts of words of facts of legislation, the fact off legal process, and so on so forth. Therefore, those sorts of professions like the ones I mentioned, or indeed, medicine, veterinary medicine, pharmaceuticals and so forth does attract people who have a very logical way of thinking. So. Digital, of course, is very, very important. Onda. It is non sensory based. It doesn't mean to say that insensitive people, it just means that they I don't sensory based. So if you was asking somebody have a kidney email said that Does this make sense to you? Is this accurate? If you think somebody will understand what's being said that, does this add up all those sorts of things, sometimes using number clues, sometimes to do with knowledge or memory or cognitive function? Thinking preferences will be very, very powerful. So they have it. There are four. There are guidance notes there, and if that picture interests that you may feel that exploring it a little bit more detail will allow you. I've used it very much as a sports coach 16 years I was coaching Children primary, secondary school in team games, rugby particularly and in athletics, track and field. On understanding what Children were saying and how they were saying it allowed me to tap in to the individual, and certainly when it came to track and field is to think it through and you'll see many, Many athletes are concentrating what they're doing. They're talking it through in their mind. They're using their own particular language preferences to do that. And that's exactly what a coach does is to use their same language preferences to enable them to, um, picture. There's a visual picture, what it will feel like winning the event, whatever the event might be, or the sound of the crowd or the feeling of elation or the time or the height of the distance whenever it was that people are trying to actually achieve so a bit of fun with that very powerful and also very, very useful. Which brings us, then from dealing with people in the firm to dealing with people outside the firm. So not only do we have to get on with people work, we also have to get on with our clients. So managing the current relationship, of course, is very important. It's similar in terms of the things we talked about in managing the relations work comics, but this time their external and there are some subtle differences I think the best way off managing the client relationship is to put yourself into their shoes. So that's what we're gonna look at here. Is managing that client relationship keeping customers on board? So client care, I think, is a team approach. Yes, you will do it as an individual, but then it needs the support off support staff. So in this section, I will also be talking about that helping manage, see climb relationships through other people as well. So I don't if you've ever bought legal services. But there's a number of different emotions going on with buyers of legal services, depending with their buying corporate matters, they're buying family matters or personal matters. But there are a common thread off issues that clients of yours will be going through. Obviously, there are different in subtlety. First thing to recognize is that they may be insecure inability ways. I, um, looking at conveyancing. So I've got three quotes on which one do I go if I'm a kind of estate agent? So gosh, have I chosen the right estate agent with the other two have been better so that insecurity is. And then when we moved through said. Okay, they feel a bit threatened. It's their area of responsibility. If they are the the head of the household, for example, the senior person in their business engaging you on. Therefore they may know stuff in their own world. They don't know things in your world. So that threatened there is that they may have made the wrong choices and so forth. Therefore, what risks are they having? What? It's a personal risk. It maybe they're spending their employer's money. Or, indeed, they are spending their own money or, indeed, legal aid. It may be a personal risk for a whole variety of different issues that have to do with problems that they find themselves in personal risk of personal freedom. Housing, family matters. Child came out as a whole variety of personal risks that remember, but they didn't have the problem before. But they do have the problem now on very often. You may be engaged when they got to the end of a particular tether there, rather impatient, and therefore everybody wants it now. I don't want conveyancing now, but assumes the house is being sold and that's progressing. Are then want it very, very quickly But before we have an offer, it may be a week to a month or 26 months or two. But when it happens, my guns may I need to happen on fast L. A thing we have to recognize, of course, when it carries, comes round is worried, um, worried that you're going to suggest changes to the situation that they're not able to deal with very easily, not accommodate coat with on that worry will be every ever president. But of course, nobody likes to feel this exposed. They will be exposed. Whoever they hire to help them with their problem, they're gonna have to let you know mawr things about then Andi. Let's face it. Even on a very hot day, we would rather cover up. In fact, getting out the sun is probably a good thing. So this exposure is something that worries that. Therefore they feel ignorant a grant in that they have got themselves into a problem that they wouldn't have had if they had no what to avoid or what to do or what not to do. And they don't That's not a feeling they like. It doesn't matter who they are. Whatever um, place on the spectrum off society they happen to be. They don't like to feel that stupid in one guise or another, and therefore the next emotion was very common on that. Is that their skin? They will be skeptical. I've had situations where I've engaged on a conveyance said before on He did a very poor job and I bought a house that didn't have planning permission for the extension. And when I came to sell it for years later, he had retired Onda while we could have folded up with Taylan insurance movie, other things. The upshot was that missed the purchase of the house we were after and had rent for a year. So the whole thing gave me a little bit. Once bitten twice shy. Therefore, what else does the buyer feel? Well, you feel very concerned, very concerned that it will take you too much time to understand what the problem is. If they're paying for it at that time, will run up costs. They're concerned that they feel their situation is special. I don't care. When I had a road accident that you have 300 cases to deal with, mine was the most important to me, my convincing will be the most important to me on I don't care. Did you got 50? 60 100. About 200 other files you're dealing with. And therefore, the last emotion of all of this is this one suspicion. They're gonna be suspicious that what you say may be suiting you, but not necessarily sitting me. I know about person injury who have read about that in the paper. Oh, yes. Where your fees are going to come from? Oh, yes. So I'm suspicious about all these things. Will I get no win? No fee? Yeah. Yeah. What's all that about? And so forth. Therefore, I'm suspicious that you may use technical jargon. I was sitting in a waiting area off a law firm. A couple came out. I took it the mother and daughter daughter being in her twenties or early thirties. And she said to her mother, who wouldn't understand what all this decree Absolute decree? Niecy. So what if it was? I don't know what's going on there. Just tryingto run up some costs by making also very technical, you know? So in short, the buyer wants to know that you will deal within in a way that they want to be dealt with. That is, at the end of the day, the bottom line. So with that in mind, it's worth exploring those there the notes on page 57 of the workbook. But it is quite interesting to explore, I think, about 51 moon writing off the work. But then the other thing, I think that's really quite interesting and so fundamental to the client relationship and so fundamental to the activities that you, as a professional, need to consider in the process of buying. So how older customers by what is the process that they dio Now there are tens of thousands of law firms throughout the country and do forgive me that I don't know yours. Well, let's think about the process of I've never heard of you right the way through to I've engaged you for a particular matter that I want you to sort out. For me, this process is actually very, very common. It doesn't matter whether you're buying a tube of toothpaste from a supermarket. You're buying a new vehicle for the family from a your chosen dealership in the center of the large town near you. It's the same process stepwise. It's the speed that changes between the beginning and the end on the number of people involved will change from beginning to end, and that's worth bearing in mind as I take you through the process on on page 52 this process is written out for you on. Therefore, you can think about and take notes on the sorts of things that need to be done to move people from the one stage to the next and the next and next. Because if any link in that chain in that continuum between I've never heard of you right the way through to buying you are giving the problem to you that you can now sort out for then it will be a very, very similar process. But you'll recognize the sorts of things that you need to do in order to take people to the next stage. Then he's one caveat. Here, of course, is that the process that criminal defense lawyers face will be subtly different, of course, from those who have freedom of choice. So what? I'm looking at here when clients by your services they have a certain freedom of choice as to who they engage rather than it may be, for example, the duty sister or somebody locally that does this sort of work that they do under legal aid. So let's look at the process on track it so it doesn't change whether one's buying a pair of shoes or buying legal services on example, I gave. So let's bear that in mind as we go through. The first thing is, I don't know. You are never heard of you better what you do. How do you take people from a position of underwear? Never heard of you through to the stage of being where I know of you. Well, clearly, having a good Web page may be important, but even the law society sisters Regulation 40 more accurately in their survey said that there is more often than not some activity that precedes that. Looking at your Web page, something may start the process off before of Web pages scene. We'll have a look at this in something in a moment to moment truth. So what are you going to do to get people to? Maybe some other form of advertising is needed. It may be that you need to use. And I'm looking my list here from where you're gonna be using it. Maybe it's about having social media present. Maybe it's Facebook. Maybe it's linked in for business use. Maybe it's, um, sponsorship. Maybe it's direct mail. Maybe it's, uh, writing blog's. Maybe it's using some other device to get people to your Lepage to start off with once they see that, or they picked the phone up and call you. Then people move to the next age. Now, where I know who you are, I know what you do. But so what? So your law firm and you do a whole raft of services. Okay, I'm aware of that. But the next stage, of course, is quite important. Well, um, I interested Why would I be interested Now I happen to live in the middle off the country near Bhambri, and I'm sure there are so I know there are working excellent conveyances in Newcastle and Exeter, but for some reason other than feel that was quite as convenient as having something more locally because the local firm has sent us and documents and come inside something So dropping bowl, I for whatever it is. Yes, we do electronically, but it just seems to me they want to have a personal a conversation that I think would be nice to. Then I am I interested? Well, I'm not interested. If you happen to be an extra, we happen to be Newcastle because I'm bang in the middle between. But then they've got to be interested. So the interest, maybe they could problem, you saw. Maybe it's something that they need to be aware of some other stage. But just because that's interesting, you do conveyancing. I'm still not sure whether I would. I want to use you. So you need to move me to a stage where I'm convinced that it is worth picking the phone up. I'm convinced it's worth filling in that landing page form to contact you by asking a question or something. I need to be convinced about this on when I have a dialogue with you, I need to explore conviction. How do I know what constitutes that? Your well done well is it? The price are the cheapest that I could get it if I'm buying a commodity like sugar I want buy cheaper is Okay, way grow suffered. We use. There's a lot for silence and deserts during the summer and towards the end of the summer, any extra have leftover still coming. At the end of season, we will jam. So we buy sugar on sugar, sugar, sugar, and therefore, if it's cheaper in Morrisons this week or cheaper in Tesco's or Sainsbury's or in the other supermarkets, they will probably go there by five bags of it. Are you therefore setting a commodity? If you're conveyancing is a commodity and I think it is, then I will buy the cheapest. Personally, I don't think preventing is a commodity. Therefore, it's something else that I need to look at that will convince me that you are the one to do. Maybe it's that's all you do. Maybe you are local. Maybe you have a long history of doing away. These things lead to convictions. Then the saying OK, do I want that? Yes, I do want that. I want the personal service. I want the responsiveness. I want the developing a relationship with somebody, whatever it might be that if that's the case, I don't take action. So very are pair of summer shoes. Well, I run away until I go down the high street. What shoe shops there are? There are now where? Shoe shops. I go into one. See these sub style I like. That's interesting. What's my conviction? Try it on. I tried on my foot. Yes, that's the right size. I like that. I'm not gonna fall up steps wearing them on. Duh thing. Action is Here's my credit card. Now, I said, the speed will change. Uh, I'm able to buy shoes really quite quickly. I'm able to buy toothpaste, even faster. Toothpaste. Five bathroom cupboards. Empty. I mean, the supermarket. I need my usual brand. I've got my brand in the basket. Done. Okay. While I was shopping his something called Arm and Hammer. Now that sounds like my dentist will have branches trying to sort my teeth out. Armand Hammer. It's a toothpaste. Interesting. I'm now aware of that entry. Oh, yes, bicarbonate. That sounds good. British dental. Yeah, like that. Desire, I'll try it. Action in the trolley. Now that, of course, is an item, maybe one or £2. Then that decision to be made fairly quickly, the bigger the decision that I'll make the more people involved when buying a new vehicle for the family. There's two of us involved, my wife and I. When it comes my Children, When they were younger, they were in bold decision a Szot which vehicle we would have because I need to make sure that fitting it on that sort of thing. So the bigger the decision, the longer the process will take the different stages and needed on the more people may be involved if the risk is particularly big, so go through that fairly quickly. But now you understand the process on everybody is slightly different. Whether that happens to be person injury or it happens to be conveyancing or it happens to be other particular services, you can look at this general process and say, What are we gonna do to take people through? And do you remember the very, very good direct marketing direct mail I will follow pretty much the same process, because when that's achieved, then people actually taking, uh, the effort to engage you toe understanding that is fundamental to getting clients in the first place. But then, of course, remember that each of these stages is a lot a moment of truth. And there's a number of moves, truth that are worth remembering as you're trying to sort out how we get people on board. The 1st 1 of these is nothing's happened yet. I don't know who you are. I don't know of your existence, but I will search you out. Yes, search engines are very powerful, but often somebody says Go and look for when we were looking at conveyancing, it was, the estate agent said, Okay, we'll wait. But when we move from where we were to where we are, we used Sister 17 years ago. But that's a bit distant from where we are now. So 17 years later, we need to find a new firm on the agent. Put us forward. So search online found Number contacted made the phone call on the search was down. Zero moved. Proof is nothing's happened. But now I'm searching. I'm then going to go to the first member tree from the firm point of view. I found you. I have now found you. How easy was it to find your phone number? How easy was it to respond? I've have seen law firms read pages that I've got to make maybe half a dozen clicks before I find either the phone number off the appropriate office or indeed, the method of contacting. So remember that is important. Truth that will then lead to the next month drew the second moment of truth. That is, that the phone is answered and I phoned the phone we're gonna be using. The phone was outside not too quickly, because it makes it sound like they got nothing else going on look too slowly. So it was about four rings when I spoke to Delightful Lady who said, I'll put me through to Jonathan on. I got through to him directly. He interrupted what he was doing, took the call. He told me he wouldn't get back to me for so many hours, which is understandable cause he was negation of matters. But he did get back to me. Tell him to the next morning email landed and everything was so It obviously worked quite hard to engage on. That was good. And then, of course, the ultimate moment of truth will be when we work with him on as we talked to other people. When you start to sell a house relevant was always thinking. Selling who use the ultimate drift is that I would share that. So the degree to which you can engage people, the degree to which you will get people to remain is absolutely fundamental. So I am going to finish off this section with a couple of things that I think quite important, that 1st 1 of which is to look at client satisfaction and loyalty. Now, client loyalty is something that's not often looked at, I think, in commercial business to visit relationships. Clearly it is. But I think your private client work McGlade. Then there are different parameters in both of those sectors as to whether there is loyalty to the firm. The client satisfaction will have a relationship to that, uh, loyalty. So I was involved with a number of studies, one of which was called Fit for the Future by the Law Society quite a while ago. Now, early turn of the century and since then, because the relationship that we've been very much involved in doing both staff and client audits on behalf of firms and it really is quite interesting, you know, drawing here some information on one of the studies that we took with 3500 kinds of law firms that would be able to exert a certain amount of choice over whom they used. And it didn't include suspects of crime, for obvious reasons. They are the parameters that are driving then to you on. The loyalty will be handled by different parameters. So that wasn't part of this study was about free choice. People were spending their own or their firms their employer's money, many commercial arrangement. And it really was quite interesting because there are great differences and I think it's very difficult sometimes to understand or think about loyalty. Now, when it comes to converting, have used that as an example. Amount to go is that we use somebody and we're very content with their services. But it was 17 years ago and we moved. But I think if we had moved more closely or had transactions more frequently, and I do, I do know that some people will move more frequently in some areas where stamp duty to learn taxes, much lower proportion property values, then people will move because there is that taxation cost assed part off the moving expense loyalty. How do we measure it? Well, I think it is very easy to measure when we talk about loyalty that you were spot some errors in the basic way off assessing. But if those areas are with one group, they are the same errors with other groups of the Comparator is really what I'm driving it. Because what we did was to look a client satisfaction on a scale between extremely unhappy through two extremely happy Andi identified different levels of loyalty for each of those. Let me just say what I meant. We offered a group of people. A question on this smiley group here was to say, Okay, how do you feel about this? And this was for non legal aid financed by the individual immigration work. Okay, a few years ago, when it was been deregulated from being legal aid Andi, here's the scale. So you can see on the left hand side of the screen so very unhappy with services scoring zero somebody is have unhappy. Two is ambivalent fairly in middle somewhere. Group who take three on this scale were happy with what services on the very happy we're scoring for. So what we did on this 3500 clients off law firms not just immigration, but firms across a whole variety of different commercial and private matters. Now, you would argue that when I tell you that the way the loyalty was measured has its floors see what we said was Okay, you've had the services of firm A. Let's imagine the firm opened up right next door to firm a offering exactly the same sort of work that you've had from for a So let's call this firm B same number of people. Same charging rates, same experience that the only difference is is that it is a different firm. But they are in almost identical location next door to each other on the High Street, for example. So, um, fictitious, because that doesn't often happen in some areas. But it doesn't often happen how we're asking people, Would you stay with your existing supplier? Or would you try another firm so you can see that loyalty here? There's a little bit of Well, that's not a very good way of saying Are you loyal or not? But what does matter is that whichever off these five groups, we asked. It was the same questions of the Comparator is most important, So let's have a look. We had a number of people who ticked various boxes on. Guess what? The average the main of a low 3500 clients were. This is just a couple of years ago from where you're listening to a recording now. Well, the average was 2.3, and they were sort of OK about it. They certainly weren't very, very happy on the service. Parameters were lower than high street bank tellers. Different studies were involved with for one of the high street banks. So you guard you Well, they won't be particularly happy because, let's face it, that sort of work did you do for clients isn't always the fun. End off life. Moving house is stressful patrimony. ALS or stressful commercial matters can be stressful. Big assets, big mergers, acquisition contract, big deals. All those things are particularly stressful. Bereavement. You know, the whole range person injury, catastrophic injury, road accidents. Yeah, that'll those unfortunate events in life that do happen to be time to time on the one does need the services offer professional to deal with the issue. So okay, that's a common thread. And I have included late, of course, which I think it's probably gonna be particular stressful. So here you are, with a degree of satisfaction that's fairly close to ambivalent. Certainly no happy. Not three or more. It's too, so that may concern a few. But what was interesting? There were those who ticked zero. I was very unhappy on. Here's the reason now what with loyalty big off this group of people. Would you expect it to be zero? No loyalty or would you expect them to remain 100% loyal? But I could tell you that the loyalty was 5% as very low, of course, but still one in 20 were loyal. We're still loyal to the firm that they were very unhappy with the service. They got what's going on there. So I was involved in the study and, uh, made one or two of the phone calls, and I found people who had responded with very unhappy in terms of service and said, Could you explain why Andi what What? Why that you said that your that you would take yes, you would return and they said. Well, they were bad, but they were at least predictably bad. They did give excuse my language. They did give crap service, but at least you knew it was going to be crap. You know, they didn't disappoint on. That was really weird. One in 20 people think like that, but they're real. That's the nature of off visible or the other reason for remaining loyal is about you might go next door, but they're just as bad, Better the devil, you know, sort of thing. And I think that's really unusual. Clearly, 95% would have said said that they would go elsewhere whether they went to be in state with B. He's, uh, not part of questioning, but those who were unhappy won't get in loyalty. What issue do? But this is one in eight. So, in fact, the loyalty has grown, even though they're unhappy and pretty much the same reason. Well, I wasn't happy, but I'll give him a second chance or better the devil, you know, or the next firm being extra all ProLogis is bad because that's the way the profession, some of you now the important thing to note here is that those who were vivid in the middle of this range you found that nearly four times as many, 44% against 12 half would actually remain with the firm. What is interesting here? This is the phrase that came from one of private firms we dealt with that said it won't we consistently okay a dope foul up our loyalties lot better. But if somebody is slightly unhappy and I think that is a really powerful message, be consistently OK and you will get a lot more so no zero defects sort of thing will be an absolute minimum that you'd expect and you'll maintain in the way of the study was run here a certain degree of loyalty. Now, clearly you want to improve on that. So do better than the mean of 2.3 get up to average of three on. The loyalty will go up from under 1/2 to 2/3. So client service, slightly better than average two. Is the average slightly better in the average scared of free on this scale, and you're going to improve to 2/3 of people will feel content so you can see big, incremental increases in putting a smile on the face. We weren't being specific about what constituted good client care. I'm sure you know a lot of those. It's not purpose of this explanation here, but what I thought was really interesting is what percentage loyalty do you think you got when they were very, very happy doing cart wheels across the car park? Having just paid your bill, said, What loyalty have you got there? 100%? 98%? Well, it was 91% on That's pretty good, 91% but still 9% would move. And again we investigated the 9% who said that they would not stay with firm made they take the box. I would go to firm B and said I would pick the phone up said, I do notice on the feedback response So, monkey that you said that you would go next door, not stay with one you were very happy with. Why waas that? Yes, I was very happy firm A but firm be, you know, they could be better. I could get a better service. So the greed of loyalty it is not something you can rest on your laurels. So even if you get high satisfaction and therefore high loyalty, maybe they're 90%. But there's still one in 10. If you've met 10 clients this week, that one in 10 of your very, very satisfied the rotten so and so's may goes will go elsewhere because you never know it could be better. So, therefore, for May, I think that being obsessive about clients is very important. So that was it in the notes. But I hope you found that interesting, very simple, to summarize their arrange off 0 to 45 spaces and you get a very low one in 2001 in eight at one, but then 44% nearly half that to its two out of five. And then you're getting two out of three, and then you get a nine out of 10 so quite an interesting area to explore. What is it for you? Do you know what client satisfaction you get? I don't mean end of matter surveys. That isn't how you should do it. There's other ways of doing it, and that's what we do. Help firms improve. So let's have a look at what it might mean to be obsessing about. Well, I think without a client got nothing else to do. So I think the number things you do to be obsessive in the 1st 1 of which is to have the right devices for listening, Reacher said. I think that the end of matter questionnaires in the only way of doing it, get it early in the process, the right sort of way of doing it. Those harmony meetings for commercial organizations, the very quick card, like almost responses private clients. It may be appropriate, depending on the sort of work you're doing insensitive, inappropriate way, not overkill, not timely. And I think the surveymonkey we can do things very, very quickly. Another software is available course. So get those devices for listening in the right way and then make sure you've got senior people actually doing something about it. Was that good? Uh, getting some measures without analysis, No analysis without action. So what action need be taken? And I have made sure that I don't have delays in responding to clients. I will get work done in a timeline that I suggest I will be able to do it, and I think that's very important in today's faster consumer markets that we read. I don't make sure I have had people here. My one of my accounts, Lady said. All there so disorganized that 77 such insurgents, Well, our job is to make sure that we helped them get organized. We become easy to deal with, and I, too have was engaging your consultant to help us with business development and actually in conversation, said, Hey, Mark, well, we get the punters to do so. So meaning clients and then stopped don't ever call them that. If you do it with me, you might do in the wrong place. So it's very important that we have the right philosophy when it comes to clients. For now, here's a question. How much training of your client facing staff had in dealing with a known conflict dealing with? Have they got the three a model? Do they know what that's all about when it comes to dealing with difficult clients for or behaviors that might be difficult. So the right sort of training is very, very important. So managing the client face inflection and getting the right training developed there, I think, is absolutely crucial because they are a moment off truth under, You know, we covered a moment ago. There are those who win business within that work within the business. And I think that is a very important group of people, because without then, then you wouldn't have a future. So working on winning clients maintaining clients during the extra mile is good for the brand. And if you want a firm with decent brand, then getting close to talk about it, he's one of the best ways of doing so. Mawr things to think about those response mechanisms to make sure that things get done quickly. And I'm more than content to work over a weekend to get something done for the following week to free up a little bit more space and give me a better control of work life balance, for example. It's not work all the time. It's responding appropriately because there will be times that are quieter and will be times that are busier on. Therefore, if you promise to do something, then do it, and I think it's much better to under promise but over deliver. Yes, I'll get that two by the end of next week. But you deliver it on Wednesday next week, you know, and that is pretty good because they get the idea that you are keeping promises and doing better. I think the senior people should calendar client focus events if you're in a commercial organization, dealing with some larger clients, that I think is very important to set time aside to make sure that both parties are profiting from the relationship. Something I found when I worked in London advertising agencies, I had a client says, Are you profiting from our relationship? I was young at the time, was quite sure, financially clearly. But I didn't say that what he was trying to say. Are you learning from working with us? Because I want my people to learn from you. So reflecting the client focus to make sure in commercial organizations that think that happening in the right way on let's race it. If you don't improve the quality of service, then somebody else will, and it's a very competitive market out there is worth doing because if the kind perceives your slow, then you are slow on their perception is their reality. They do not know what's going on they do not know and they probably don't care that you got lots of other clients with greater concerns than there because there's is the most important. Those things become very, very important for the firm Onda. We could go on Well, let's turn and have a look at support staff because I think they're very, very important. Wouldn't survive without realizes when I first set the business up 25 years ago. Within a few months I knew that I could not do it entirely on my own because in moments of truth they are representing the firm. They need to know the firm well on. Do they need to present the firm, right? I mean just neat and tidy and well groomed. But their dialogue, their expressions and so on and so forth are representing the firm in the right way. I have to say that I did a lot of your fans, and by large they are pretty good. So is important. But what about internal communications? Are pitched up to see a managing partner. One firm in London, I arrived for two o'clock. I arrived a few minutes before on the lady reception. Would like to take a seat. Sterile. Just call. Throw on five minutes past him and it's passed. Eventually went back to desk that I'm still waiting to see Mr Armstrong. Yes, I did phone on. What did he say? I left a voicemail. Has he got the message? I don't know. I'm in reception and I thought, Come on. You know, as it Waas. Mr. Armstrong was helping a colleague out, waiting for me to arrive and thought something secretary was at lunch. Not back from lunch. So your internal communication, that's a fundamental. So support staff need them to be there to make decisions on how to make the clients journey that much easier on. Then train them to be aware off opportunities, developing business because they are the ears off the firm as much as you want. Pick up on what they're talking about. The example I gave about the couple who came out to be a mother and daughter, like the daughter was going to go through a matrimonial and she wasn't very clear about decrees. Absolute decree. Nice eyes reception. Heard that reception ship make a quick call to the caseworkers. It I just overheard. Did you give them. The leaflet. I think quick call might be good when they get home or whatever it might have been, and that would have helped on. They were ears off the firm. I think that the your reception staff need to be highly trained. Most of them are pretty good. But reinvesting in that is a great fit, then makes him feel good. That's well worth doing because, after all, they are very, very busy people. There are the life and soul of firm, particularly reception area, because they're the first contact with firm. So my article on client care, which I think it's worth exploring just for a moment you can read it, you can copy it, you could send it on. There are four key cornerstones off great client can, one of which had runs down clients in their business situation. So look at the program that we've got the data law about the importance performance matrix. What are you aiming to do that is so important that we knew business rather than just get you in the market for business just cause you do conveyancing, you are in the market for my conveyancing matter coming up. But you won't win it unless you could do things that put your head of competition. So understand those things, What's important, and secondly, how do you perform compared to they have a lot. It is interesting for my dad worked for a while ago, 15 years ago, I now know, has not a very good reputation when it comes to conveyancing. Uh, interesting. So understand the color of their business, their situation on rather than purely the transaction. It's a bit more than that. Then get senior managers committed to taking action, for example, on training reception staff if they haven't been trained, for example, to deal with response time to deal with I t issues to deal with all sorts of support functions when dealing with clients in their work. But then everybody's on the same page. When it comes to the internal service ethic is not too much effort on. I have heard senior people come down to reception. Settle what would want to do your job. Hillary, You know, that's not really very helpful, is it? So you know that consensus on action on the service ethic and my mantra would be if you're not serving a client. So if someone that is to support them so they can meet the client's needs and that's very, very central to business philosophy, I think, and that's also except that one size does not fit. All right, No case management systems are fundamental to get the volumes up. They know their fundamental from a variety of point of view, but the regular things. You should automate the irregular things you should human eight. In other words, have human deal with the UN's the exceptional things. What? I always automate the process. But if there is something and don't just push people back down, the automation funnel was a shopper in retail. My goodness, don't you know this? So they're all that's my take on client care. I hope that's been useful. It's clearly an element of communications because that is what I want to explore a little bit more detail than we've already done. So on the program thus far
00:59:51
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Now, of course, how much of this program we have talked about communication skills getting on with people within the firm, getting on with diets and so on and so forth. A lot of has already been covered, so not to repeat that. But remember, we've got quite a comprehensive programme, high scores for put for on communications skills, thought provoking to improve verbal as well as written communication skills. What I want to do, though, is just have a look at a couple of areas, introduce you to one concept, which may be new that I think you might enjoy. I think when we're looking at communications between two individuals, then I think we have been doing this for millions of years. But it still seems there's opportunity for misunderstandings. So I think there's a whole raft of ideas I've got here that you might like to take on board to explore. They're not necessarily in the workbook workbooks quite comprehensive, running over 70 75 pages or more. So not to cover all of that, but some thoughts and ideas here, which I think may help with the communication which, let's face it isn't always that clear. So What might the fundament can be? Well, I think you have to start enjoying being with people, and I find the better your communication skills more pleasant people become because you're able to empathize with, um on engage with them on reach a common ground because when we're are attentive to others were playing as it were host behavior, making sure that others are being looked after as you would with hosting an event. Then you've always got something to do. Good opportunity to make people. So helping people attending to others, I think, is very important. I do think in our multi information age and multi information world concentration on attention span is dwindling. I sincerely hope that you're watching this program in bite size chunks because I think so easy to get hold off on looking around. I haven't got it here cause I don't want it to interrupt my recording. But get rid off the phone, attending meetings with the phone. It's no better even having it face down. If you're gonna go and have a meal with somebody, put it on silent. Put it in your bag, put it in the jacket, ignore it. Just don't If you're with somebody, be in the moment. It's so important, and I think it's so useful to do that and keep those things away, used them in the right way on your feel, that much better about it. I think that we would improve things within the firm if we could do secrets of activity with other people all the way through. And I found that with invoicing clients or some of the processes we've got working with other people, it's a great joy to all be on the same page, leading to the same outcome. I think that is great to improve communications individuals. So when you are in conversation, do remember that while you have something you want to put across, then stop interrupting the number of times and with other people on. People interrupt others because they want to put their point across his own rather leaning. It's necessary that they deep love to occupy the airwaves. Just find the whole thing rather tedious. The people are interrupting, interrupted. I'd like to give people space, but I like people to give me some space to, so that applies also to communication on think about body language and think about personal space and different societies have a different view on personal space. Some people, of course, will not necessarily immediately shake hands because that is an invasion off space. So be aware of that. I have no problem with it personally. And I do know that some groups will get much closer to you physically than others. It does seem peculiar when my wife and I go to a beach that there seems to be 200 families with about 400 yards. Car park go 300 yards and it's absolutely deserted. People seem to want to congregate and be very, very close. Well, sharing person space to get those things right. I think very because there's nonverbal communications are crucial. Okay, we know about words, voice, body language and those sorts of things. And I did see to play that my daughter was in. They only were They used with rhubarb. And you understood everything about play brilliant sixth form college. Very clever. So what about the vocalizations? What about the tone of voice? How do we use that? I've tried to keep very consistent tone, so the sound is pretty well the same. But that can be a sometimes a little bit boring on. I will be moved my head from time to time. I will be using expressions on my voice may fluctuate depending on the intensity of what I'm saying to use those things in the right way and then think about control excitability that come about. And if you're ever playing poker or you're ever negotiating, then of course, there are all of those little tells as it were, that people in spot to see what it is you're thinking doing and be able to do that when somebody in negotiation is, um, giving you an outrageous figure. High figure, please, no finger. Whatever it might be, you express surprise. That, for me is wonderful because it tells me a lot more than everything that you've been saying. Being aware of those on do remember the differences and we talked about this in terms of influencing other people's behavior. The difference between proposing and suggesting the difference between building on something or seeking clarification or agree or disagree or stating differently that cause and effect is absolutely fundamental when we're looking at communications and then finally, of course, be careful of anticipation. You know what somebody's about to say. There you go finishing the sentences. It's a great temptation, particularly got a lot to be done, but not good in many environments. So a few thoughts and ideas fairly fundamental but nonetheless gives you opportunity to stop, reflect deep replay. Just check whether or not that these things here, these 10 things we've got here now it's 11 off fundamentals that were falling into a trap. What do you want to go is to share with you? One part off communications program on that is to look at the ego states, the so called pack model. This comes from understanding transactions between people. It's not mine. Jackal Eric Berne developed it. Uh, he presented in this way, and it's building on a little bit off psychology, liberal understanding of that. But it is an interesting model T used to analyze what's going on Onda. Avoid the pitfalls of some behaviors that you'll see within work within clients. So now you may remember that you were once a child. In fact, even your grumpy old senior partner Hey, she too, was once a child, and then that child grew up, became an adult, and then the adult became a senior adults. They may have had Children of their own, or they may have gone into a management position. In other words, they become parental in there. Behaviours. Well, that's fairly obvious, I suppose that's a time night on, Uh, life is good, but they remember the parent or behavior can be two sorts. It could be critical. You're doing that wrong. Let me sort it out for you. Or it could be. You got most of that right. Let's see if I can help you with the rest of it. So it's different between the critical on the nurturing Ondas management managers will see their behavior will be somewhere around those. Which sort of behavior do you want from your manager? A manager that criticizes you? Or a manager that nurtures? Because I know when I talk to most people, if they got a message from their boss that says, Could you pop into my office 10 o'clock just posted on screen my office 10 o'clock? Most people in terms of toughness, will be somewhere towards the bottom of that scale. So why is that? What experienced people have old managers, adults are what adults are. Children also fall into broadly two different categories. They could be free, fun loving, Let's go and have a bit of a laugh, and Children love to laugh, and it's great to see them laugh. But also they could be truculent. Hasn't was called by the developer of this model or adapted. I'll do it because you made me do it. I don't want to do it. Step militant. Foot on Indeed, truculent is where the Thomas the tank engine trucks annabelle so forth were naughty trucks they wouldn't do, they told, had to be pushed around by the engines. A story. Then you'll be familiar with that. So what does that mean? What does that give us? Well, when we look at it on this has been adapted by May. I put it into a text which have now written here from screen motivation, ability, conference and building in people to understand the dynamics of what goes on. You see, two people left and right are having a conversation on. It will vary. The levels at which people are interacting are going to vary on. Let's have a look and see what it looked. But it could be like, Well, here's one adult on the right hand side. She is a colleague, and she's talking with another comic at work. So two people to piers, two adults having a conversation. Now, most of the time, I suspect that most of conversations you have work should be like this adult titles. Because why? Well, it's just your there. This is work we get on with work on to get the job done. We'll take it seriously because it provides the economic prosperity that we can enjoy. So two people have a conversation about a meeting next week on Lady on the right hand side says, Where we gonna go from this meeting? Where is it? Knows its crosstown leave about half 12 would be there for one o'clock. Whatever the dialogue years, what's not to like? Trouble is, it doesn't always go like because it might be that if the person on the right hand side of the screen we've got that kind meeting two o'clock. What time should relieve on the child response from the lady on the left of the screen, she says, there's that new restaurant nearby. Let's leave a bit early, just after 12. They won't miss us. We can try out that new restaurant. Hey, that will be good, but we'll be there on time meeting now. What reaction is the adult like that? Get to somebody who wants to skydive off a bit of lunchtime while Skiving off is a bit of a child being beer, isn't it? To be honest, what reaction will that give? It may be that the adult response is to people. I can't do that. You're my boss. Will let Ugo until I got too much on a Don't want to. Whatever. No, was a truculent child. Steps puts it up. No, I won't do it. And there's potential for conflict. What effect will that have on the lady on the left? She might say, Don't worry, I'll cover for you. You come along with May. It'll absolutely fine. I'll look after things for you. All the parental response might be city. What's about a man with you? Your boring your you never engaging anything we want to do and so on. And what's happening here, he says. Putting his hands up into the screen is that the adult to adult conversation is being pushed down, which may mean that the other responses childlike or indeed, it may be that the other person takes over says, Be parental. This is what I think is great idea to go to the restaurant. Let me get things clear on the desk. Relieve half ones that said, we go to meeting it, too. I'm sure it allows most of the afternoon, and then we can try their cocktails that they've got of that restaurant after the client meeting. So that's where parental to the child when you get that mismatch of parental to child behavior that that could cause a few problems. So do be aware off people that start to behave in overtly managerial. When they are up to a peer to peer, they become manager managerial on terribly sensible, critical something like that or nurturing. You know what time should believe all? I don't know, says one track look childhood at the what time relieve congestion, roadworks, pothole filling or whatever it might be and now says Don't worry, I came that way this morning. It's absolutely clear I'll look after you type of thing so the adult title is preferred, but if we explore it in different ways. One party. May I become parental toe force, the other to be childlike. 1 may become childlike, obliging the other to be parental again. And that could cause a lot off, um, conflict, because it's not parity. One is trying to take over. One is trying to be the poor beleaguered Oh, it always happens to may always not fair. I've got homework to do. Go to step. It's twisting the relationship far better if somebody says what time should give meeting and somebody says, Well, I don't know what you think Well, I'll be parental of parental critical The other person say, Well, we got the meeting to We'll stump up, do a good piece of work being benefit half off. One. Let's get their treated Very adult studies being charges. You decide whether you two want to be childish on, uh, lark around on a hot afternoon with a sprinkler. Rather get in was work and then actually sun coming around to the office that sound like a very, very good, fun thing to do. But let's be on our first hope. That helps a few things to think about. There's more notes soon, pages 58 on so forth on Dawn Woods help you think through how to use this model for particular benefit, because when we do that, were they able to get our work done the appropriate time that done first, unlike his in over 40 years work, I've never get left in office without having something else that I could do. So we need to look at managing the workload on managing yourself in order to get the work life balance that we will seek. A very fortunate to have worked with John Wilms, hers, W D. A. W. And he helped me tremendously in really into key areas here. One is managing workflow on understanding from him. How to get the best out of that. He had four Children had managed to find time for them. Onda also other things outside of work and family for himself but also commercial practice. And that's really what I'm aiming to cover here in the fourth of the four quadrants off the competency framework from the Systems Regulation Authority. So managing workflow well, an interesting area. Let's explore that because everything you do is a process. Case management systems drive that process and Indeed, the process of recording this is just a process. So how do we improve performance? Well, the appraisal on performance management program. It's not mine, but it is one that does look at improving their performance because that's what we're able to do with. Managing work is to be effective, but it's a efficient, efficient is doing things in the right way. Effectiveness is doing the right things. So effective workflow management is very, very important and is in itself a three hour program. So what am I aiming to cover here till look a effective work management? Well, what I have to tell you is that there does seem to be many, many more opportunities in the workplace to be distracted. I'm sorry to tell you that lots of things that happen are in fact, a complete waste of time. But if somebody told you that you had so many fouls pounds to spend every day you put your spending every day, you would work very hard to make sure we spend it every day and then you have another pile the next day. Well, that's that's money. That's fine. That's tangible reading. Deal with that. It ain't gonna happen, by the way, but I thought, like you think about it for a moment. But equally. What you have is a fixed amount of time each day, so many seconds, 70 minutes. So many hours. And that's it. That's the problem with time is that we just west it way. Don't get the best out of it. So how do you know that you are, in fact, a time waster ideas on page 61? Let's have a look. Well, social media, mobile phones. You know, I have been apparent when they weren't phones, we did manage to get get through life with Children who were my youngest was particularly unwell. As a small child, we did manage to get through life. And so, unfortunately, without having a mobile phone casters a long time, that okay, I might be that generation. But there are those people who love messages. And you know what happens at work? Um, I'm at the same level of somebody else in the department. I need her to help me. So I will email her on a copy my boss in. So my boss knows that I'm getting on with work on a copy her boss in. So she knows that her boss knows that she has this work to do to collaborate on whatever it is. So now too more senior people have got the conversation. She emails back to me, copying in my boss, her boss to say, I can't do this week on I emailed back, saying, Well, that's not good enough. Need this and she emails back and says, Well, we have to do this and have to delay that. Do this I don't say that's absolutely fine when you talk about it and she says, We're having this conversation via this server. But email And she's the other side off that war because she's in the next office. I mean, what is going on here? Wow. And those two managers bless them on in boxes full of full of full. I want to see my manager on. He hasn't got time for me, So the messages are something on. Let's face it, there is very seriously a neurotransmitter probably heard of dopamine that fires when you've got messages and we love messages. Then we take those messages and put him on a to do list, things I have to do because it looks very important. I've only got one thing on my to do list, and that is to finish the recording end off. It's not strictly to, but that would be it. Well, that's not a very big job. I need of a very long list, lists of lists, and so far they want to do something. Wasn't on that. It's not going to tell me this line through X. It feels good to do that off, for goodness sake. And then, of course, we volunteer for tasks. Well, the printer doesn't work, so I'll fix that or this doesn't work. I'll do that or something called me in there and I'll do that. Then it was. They get involved in things as any gives not to get on with some work, but they're very busy people nonetheless. Well, let's have a meeting. Shall we have a meeting? Yeah, that's a meeting about next week's meeting. What time do we have that meeting? We'll have a meeting to discuss that meeting. To people around the water cooler is a meeting, but there are people that love meetings because that's face it. When somebody phones you and somebody else said. I'm sorry. She's in a meeting. My goodness me, that's important. How many of you don't have any meetings this week? Well, that's not important. Are you her? You haven't got a meeting off goodness sake. And that, of course I do work with some people. They're lovely people, but they are pathologically sociable. I have worked with somebody who was a petrol head on. I don't even have to follow a particular motor sport to know what's going on, because he it's going to Delhi on what about the whatever sport it might be or whatever else or some other event pathologically sociable. They put it on the, uh, social media on Twitter, on Pinterest on Tumblr, where it might be on then. That brings up a message. So they're constantly bombarded with more messages on their personal message device that have to have a camera attested as well. Goodness event. Of course, at the end of the day, you think also fire. I never got it. Well, you only get one chance to get it, and it's not a dress rehearsal, so let's see what we could do with time in the workplace on I have said I have to say on Well, run this as a few SC elective for Dayton, all time management that there is in fact, no such thing as time management. A lot of people get really disappointed when they come on time mansion, hoping that I will solve their problems. But I'm not going to because it is a problem for you on the only thing that you could do about it is you do something about every else could do it for you. It's about taking ownership over the situation. Now let's have a look that time. Here's one perspective on time. The year Okay, what is a year when it's 52 weeks? A five day working week on an eight hour day. Now those of you worked legal aid are gonna go. He doesn't nobody's talking about. Has he ever been on duty? No, I haven't. But I do understand working with me late agent firms what it's like being on call. But an eight hour work day is you manage to get in for nine oclock in the morning, having had a community of some description, and then you work through till 60 clock in the evening. That is obviously nine hours, but you're gonna take a little bit of time off to have some sustenance during the day. Thinks, where's my biscuit? Have some sustenance during the day and your maybe have a comfort break or a coffee break on. If you're a smoker, smoking, break, whatever. So that's eight hours at the desk on. If you having warns social time than that, then that is more than eight hours a day now. Clearly, some people work longer hours than that, but in fact, they are missing about I say messing about this. Get being distracted with time wasting things, but they are actually in the office. This'll is eight honest hours of casework. Now that five x for 40 40 times 52 is 2080 hours for the year. I don't have your firm gives you paid holiday. Well, they don't No, I don't know. The statute is going to be four point whatever the number of days or so many days where it might be. But they don't because, as you know, when you take a week off, you've got to find 20 more hours of work to do before you go. And then when you're away for a week, it's all gonna stack up, is never do anything. So you put all that overtime when you come back. Okay? I'm being a bit sarcastic here, but let's suppose you do get five weeks paid leave. What? We take off five weeks there on. Hopefully you're not gonna be sick or that sort of thing, But you tending one of two training days in house or what have you? That's another couple weeks. 80 hours? Well, including back holders. Whatever it might be, that is seven honest weeks, not in the office. Okay, what's that? Well, that brings it down to 1800 hours. And I do accept that many of you work longer than an eight hour day. But some of you may not take all your holidays. Some people are not off sick. If you're self employed as I am, then sickness doesn't happen. Okay. Right. Um, where are we? Total Work out. Well, I think the average assistant system according to assistance Regulation Authority does 12 45 hours a a year on the legal aid agency looks a number of hours that one can do in order to be a supervisor, you gotta do work to a certain level and you can only handle two areas of law because you have enough time to do more work than 1800 hours, their figures in working here to be able to supervise somebody in third area of work. So anyway, the whole this comes down to 12 45 hours a year, which is obviously going to be 100 hours of working 100 hours with month for 12 months of the year. Andan tell, actually, for time off, seven weeks holiday training that will leave you with somewhere around 5.5. How is put a 20 hours 30 days in a four week period? So that's the figures, and some of you will have a lot higher than that. Obviously, some a lot may achieve less than that, but essentially, what I'm gonna offer you is two hours in the office to do stuff, technical words, stuff. But do the marketing. I find more work from existing client, get engaged in. Some published the activities to your ad men two hours a day. There's 10 hours a week's more the day just doing stuff attending meetings. And what have you know that? What is it that you're doing with your working week not covered here? Because we haven't accounted for 105 hours? Just go through it again. That's eight hours of work. You may be the office for 9 10 hours, but how much actually work Be owning related. Hold the sick leave training. Take that off Billable hours recovered. It's more than a day a week on stuff. Admin. So 105 hours Here's an explosion. What is that? Two weeks, three days, one hour? What would you prefer to do with two weeks, three days in, one hour off your yeah, other than suspended in the office? Well, there's plenty things that I'd like to do with it open above seven weeks that I'm not engaged in fear. So what's happening with ALS that time? But it's not disappearing into and 1/2 weeks. If you sat in your office when your feet on the table for 2.5 weeks at a time, I think somebody eventually would say something to you. You're not losing it, but you are losing it like grains of sand filtering through the hourglass is lost in small pieces on. If you could only pick those pieces up, then you could begin to identify where it's going. So one of the most useful pages in time terms within the notes is page 63. It's a shed RL of time. Find out what you're doing with your time photocopy page 63 10 times one day, one sheet per day and that's big time recording. What you're trying to do on the example you've got in the workbook is there on 15 minute slots here. It's on screen, 10 minutes. Lots of matters all range off time zones, then just fitted on the single sheet. I have started it a nine and finished it at six, but you may have to extend it a little bit, make a table and then look across the different sorts of activities that you may be doing. Reading, dictating type ings, Mr Self inside typing, dealing with interruption from support staff, dealing with chat from other colleagues, peers and so forth. Internal meetings, client meetings, phone receiving calls, phone making calls. Okay, in the last column on page 53 searching for lost items, My goodness May a place for everything and everything in its place. That's my trip. Because I really hate wasting time trying to find things because somebody hasn't put things, number time. People open the office. They got their own key that come in. They leave it somewhere randomly rather than the other side should be. Anyway, what I want to do is to see whether this is you. Is this what happens to your day? Because imagine you're getting into the office. Brighton early. Very Kane. Motivated individual getting in early. You've got a 9 30 appointment. You know your briefing chambers or you've got a client meeting. Something's happening. 9 30 That's die arises in there. You prepped that yesterday? You've got all the documents you need. You got that pile to corner desk. You're waiting for time to arrive or whoever ages 30. You're gonna pick that up on walk across to the interview room down the corridor, but you've got in early on here. We've got 70 minutes to get some stuff done. You know, you got some important correspondence to deal with, so you get in early, the systems up and running. You've got your coffee or whatever it is you're throws and drink is when you're sitting a desk on. Then you start reading an email on because you're reading the email. You considering what's going on for a couple minutes and somebody comes in? Or did you see that road accident? Yes. I went the other way around the roundabout. Knew there was something. You get back to re read the email. Second comes in. Morning. Did you see that? You dealt with that? You look at the email again. And what's a letter? Phone goes. No, I haven't seen your coffee marked the one with. Okay, starting with the dictation of typing response to that and somebody else comes into what? Believe what the partners and just have the secretary comes in. Can I borrow your statement? Well, okay, then. You think? Well, what was I What was that? Email. About 10 minutes Since you've seen it, you've dictated then a phone call. Oh, my goodness. May need to do with this immediately. Gotta deal with that. So you pick up for making outgoing call, you come off the core, somebody else comes in. This is what I got a great for lunch today. then you get on. Check the email that you've done. Check typing, re read the email. It's now in 20 minutes. Since you don't female sexual comes in. Mrs. Jones was on the phone. When you're on the phone, can you call the back insurgent that she got? Probably s okay. I'll deal with that. Looking at the email. Gosh, I need to sort that out. Should I send it? Should check it again before I go and the phone goes. Declined is in reception. Now let's look at this. There's 70 minutes. How many six minute units? Can you see that genuinely. You could put down on the time sheet. Well, you might argue that you've read the email over the years. Seven times in 70 minutes s paternity breaks between roughly on average on Clearly had a look at it. A number of different times of re read and re read so that maybe six minutes unit there another six minute unit in dealing with response. But you still haven't sent it. So there's 12. The interruptions were just stuff going on the social chapter. Three people popping in the first hour is not unusual. Perhaps this phone you took an incoming call, you made an outgoing call. And so there may be 6 12 18 You know, at best, maybe 24. Something other 24 minutes in 46 minute units in 70 minutes is obviously around 1/3 of your time. So if you are doing 25 minutes in 75 minutes around 1/3 of your time roughly, and you've gotta do six hours at this rate, you're gonna be in the office for 18 hours to hit those six hours recording time. Because what's happened to it? Well, it's happened in this way. There are a whole variety, different activities than there are 20 activities and therefore 40 starts and stops, right? It's a confidential email. I want to close it down and talk to somebody getting open again. Check this. I'll do that. I'll pick the phone up. What's the number? I'll do this. That is where alot this time is disappearing. That I think is absolutely fundamental to what happens in so many situations. And of course, other more junior, you are, the less control you've got of the situation will reactive. You're gonna have to be to these situations that really is a struggle for you. But what's gonna happen when you have the client meeting the current meeting at 9 30 means that you've got something really quite important going on on what you going to do other than the case file and everything to do with that photocopying the documents and set apart from the case file. What, Miss defections. When you have Will you do or somebody else do? That means that you will get on well, you will have something in your diary and in your diary, possibly in the electronic one. You will have what time meeting starts. 9 30 What time you finish? Don't know. Leave an hour. Probably not as long as that. But I block out on our so you'll indicate the start. Stop time. Fine. What else will you do when you look some space? You or something else? Just You got a meeting? You share an office. You can't necessarily meeting in there Anyway, on. Then what will be on the door? It will be occupied or whatever it may, if you're wise, is to put a start. Finish time to the meeting. Okay. What do you do with your telephone. Will you take your mobile phone in there? Just in case you have some social media to catch up on with all the lads and Lasses that you know. What about your work? For what you do that well, it's probable that you would leave it on silent not having in the room. You would leave it on voice mail. You would divert to support whatever you do. Lots of different firms, things in different ways. But you certainly wouldn't take the meeting. Take the court in that meeting. And then what would you do? Well, you know, let somebody know that you're gonna be in a meeting. Could they take the courts? Your boss will know if he or she looks at your diary. Elektronik Diarist. What's going on? They know what's happening. Colleagues likewise will see that, because what you're doing in a meeting is fee earning. And it is thinking it's cognitive time that your thinking time dealing with client matter, trying to resolve the particular profit. So it's thinking time on what interrupts you when you're having a meeting. Boss, come and drop another file on your desk. No. Well, something chat about Greg's at lunchtime, though, or other sandwich shops are available. Well, uh, so we have a chat about things. Was something a borough statement you just left alone. But it seems that if we end up with having client meetings, we left the load a natural enough. If you have a client meeting followed by another client meeting, you won't back them up. In the sense you're trying to put a break between them. A couple of meetings in the morning, 15 minutes half an hour between to allow a little bit of flexibility, pick up on all the messages and deal with them sort of things. Okay, so let's use the behaviors that you have in your firm that permits permits you to block time out and get on with a client matter. Deal with that in a slightly different way because there's two types of work. This lady here is thinking just case files open. She's getting on with some work on. These people are having to have a conversation because you do client meeting in your thinking, talking with a kind, of course, obviously internal communication. If anybody else and then there's other times you have a break you pick up the messages, you respond to them accordingly. Before going back into the second client meeting that morning on, you can say Get a fancy title that this lady here is in cognitive mode. Red time read, Stop! Don't interrupt. I'm focusing on a client matter. The engine is running, the meter is ticking. I'm burning the fees for the firm End off. But I need to be interactive on the real problem. But most firms have is that the cognitive work on the interactive work get meshed together on that switch from one thing to the other. One thing to the other. One thing the other causes those problems. So let's look at this person's work, your work, that handling in a slightly different way. Let's imagine that you're going to the office on Do you get interrupted? Okay, well, let's suppose that you decided to block some time out in the diary here. I've chosen 20 minutes just for illustration. Don't do it for just 20 minutes. Half an hour, 45 minutes. Something like that. Block the time out with ALS. The behaviors of having the kind present when the client is not present, something said May on one of the PSC causes data law. Wouldn't be good if I hadn't Inflatable client press a button. They were dead Bob around office. My desk people would know. Interrupt me well, signals that you need some silage won't stay in red time or cognitive time. Call it what you will have a client meeting and then you have a break this break for a period of time of just for illustration shown it there 20 minutes, 15 minutes, whenever it might be and then going back in. Now let's take exactly the same activities in this 60 minute period. We've lost the 1st 10 minutes with reading interruption. Really? Let's see what happens when one's in this mode. Remember, there was a nonsense phone call Met. Talk about a coffee mug. There was important client matters that have to be dealt with. Mrs. Jones had to be dealt with, but you hadn't dealt with it because the phone's got on. Another client is in the reception area, so there's an urgent call you haven't made. When you phoned Mrs Jones, you can't quite remember what her case find is because you got lots of deal with will you delay Because you don't know where Mrs Jones will take a long or short time. You have that problem of balancing the demand. You got something reception to just leave them there while you spend 20 minutes solving Mrs Jones problem. It's a very difficult decision, I have to say is a caveat here that there will be situations, particularly legal aid work, where you don't always have the opportunity to ignore a particular matter. But here, because of the urgency, we can't just say, Oh, well, is there's a child care child protection issue. I'll get around to that this afternoon. I didn't fully understand work in that environment. What we're looking at here is every other environment other that we're trying to get control. So here we have time set aside for the fee earning time set aside for interactions. What does it look like in practice? Well, as you know, you start looking at an email and nobody interrupts you. When you look at that email, carry on on, get your head around. What's going on? You pick up the response to it, you take a response because you're not interrupted. You could read, Think and read, and then press the send button on. Then get on with the next matter on a with that. Of course there is absolutely fine. You're then into interactive time. You come out of that meeting on secretary comes in. Morning. Did you see the problem of the Roundabout? Whatever it might be, then there's a phone. Incoming call. Okay, not a childcare issue is not a defense issue. Something that we'll get to know. Only check that sector comes in Phone, Mrs Jones. Bit of social chap going on all those dynamics. Okay, That phone call needs to be dealt with with then out of the interactive time, moving into cognitive thinking time. What am I gonna do? I know exactly what I'm gonna do here. Only deferring chambers. I need to phone the other party. I need to make a phone call. Mrs Jones. I'm gonna check her file. I could call her to 11 0 everything's OK. I could do the attendance notes from those two phone calls. The phone goes again. Clients in reception. Now that in that 60 minute period effectually for 8 39 30 How many six minute units can you see now, while there is 20 in the first period. Red time. There's another 20 making 42nd period. You happen to have taken a call when you were in interactive period? There's another six minutes there. So it's 60 minutes. You're doing 3/4 off. Your time is now for you. 3/4 of your time is now feeling. And if you have, uh, six billable hours to achieve your easily achieve eight. Get in at nine. Leave at six. Don't have on ours worth off social chat. Relax. Ation, sustenance, comfort breaks and so on. So forth. That's important. Not any productivity goes up, but let's have a look at the client responsiveness. Okay, the blue phone call coming in. That was an important matter. You got to that within 10 minutes. Maybe that's quick enough. That's okay. Nothing to stop you getting on with a phone call immediately in interactive time. But here we're just holding on to it, because, I mean, come off the phone with another message. Mrs. Jones needs a call. Okay. Now complained to make my to outgoing calls together. Get over the 1st 1 I know what that is. I read Mrs Jones's case file that reminds moving to give her a quick call that took two minutes. And then I've got time to write the attendance. Because before when you were reactive to everything around you, you managed to make that quick phone call was so important. Did that Mrs. Jones is waiting. You haven't done in the attendance notes clients in perception. You've been out there. What happened with the first call that you had an hour and 1/2 ago? Have you got the detail of that, Mrs Jones? Have you remembered to take the notes to put those on filing so safe? So in this situation, rather orderly because you're more control of what's going on around you. You have got time for people. You've got to the directions of dynamics going on in the interactive parents. You're picking up messages. You're responding to your support staff in the appropriate way. Other people been firm this way allows you to die, arise those periods off, getting things sorted out. Okay. It was only one case file in the 1st 20 minutes, because until three. You know that over half a dozen cases that you've got on the card, anyone time. Two minutes. Here, five minutes there will move the ball forward slightly and make sure that you're keeping all those plates spinning. This is you in control. And if you go to your boss and say I'm going to improve my productivity in this way on, then develop the signaling that you want to indicate that you are unavailable. I don't suggest that you would walk around my sun hat. I don't suggest you sit in the office with the sun hat on, says Go effectively says, Go away in front of it, but you may have a very simple 10 car sitting in front of you. It's red on one side green. On the other hand, Red indicates that you are feeling not to be disturbed. Green indicates you do around the Rathmann. On, therefore, can be. Once you talk to your colleagues about this getting interview this on, see where that takes you, because that way you'll get more done. And if you ever needed to convince your boss it was worth doing, then let me indicate what's going on here, and I use this very frequently on you can explore this same serious questions for your firm on page 64. The effect of increasing chargeable time for illustration. I'm going to suggest that you have 10. Fiona's in a firm or department. Some folks bigger, some smaller tens and easier number to deal with this. But facts from Norfolk I still have 10 fingers. Okay, eight fingers and take some calls. 10 3 owners in the firm. Let's have your charge out rate about £100 around. Clearly, commercial firms may be higher than that fixed phial. That sort of thing condition the agreements apart. Let's just deal with the value of time. £100 a lot more than legal aid. I understand, but that's easy. So take Fiona's charging out. Let's suppose that each work of 45 year what is the effect of having one extra hour put us per week? In other words, it's going to be 10 times £100. £1000 multiplied by 45 weeks is going to be how much that's the first thing to look at. State one. What would be the extra turnover achieved world? Clearly, it's going to be 45,010 times 100,000 like 45 45,000 one of the costs Over time, What we cast, you go make maybe a few stamps posted. Better be X or something like that as a fixed me maybe eso the costs of very, very minimal. So actually an extra hour per person is going to be £45,000 extra profit. Yep, But I do now how? How many of you would like a share of £45,000 coming here? Well, going to stay late on a Friday? Not around here. It's not gonna happen on extra hour a week. While what is that? An extra hour week in 60 minutes. And that is obviously 10 6 minute units. 10 6 minute units in one week is going to be 16 minute unit before lunch on 16 minutes unit before going home each day for this outfit. But another £45,000.9. Now that a little calculation pause the film. What I'd like you to do is to take the number of fielders in your firm. If you know it, work it out and look at the the average recovered out only rate for work that you're doing. Find a figure somewhere between most senior, most junior sort of work you're doing and multiply that by the number of months that you're actually working. And I use the example earlier of 45. Well, there you go. That's 45 times the average charge out rate multiplied by the number of fear nous in the firm on with the firm I was working with recently modest fan uh, Yorkshire Town. And they found that they were recovering quarter of a £1,000,000 big for commercial, pregnant. So that's not a bad return on the time management program that I ran A with their staff support staff with as well of that. It's so important to you. And if that doesn't lead into looking at commerce on good business practice, I don't know what is.
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I think if you ask most people what the purpose of their firm walls, the arts would have something to do with money occasionally. And I have to say it is only occasionally to serve clients would make, um, something secondary very rarely curiously, in the manager programs that people actually focusing very much on that. Clearly the two go hand in hand, serve clients successfully will make some money, and we can all share in that economic prosperity. So this section here is absolutely fundamental. It's part off the SA raise competency framework to recognize the role that everyone has to play in the running of the business on. We're looking at applying some good business practice now, in actual enough, there is a program focused on in data law applying good business practices very new, not yet rated on. It provides for ideas around this, not Jerry picking a couple of areas that we're gonna be looking at here in understanding commerce because for May, I think that 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 their on screen with this Rocket Arizonan Extra Road. I think it's been there for thousands of years and no longer than thousands of years, millions of years on that. I don't know why some things get a bit of a shock to see what rock on four off anyway. That's beside the point. The balanced scorecard. Okay, it's an acronym. It looks at four key areas, and it demonstrates in understanding good business practice. How Inter related various goals of the business might be because, as I said in my introduction Golden Business, to make money, then you need to have some other goals aligned to that in order to make money. One of the goals is the See you for customer or client's in our terms. So clearly we need to focus on two things. Finance on customers. But there's mawr to it than that. So I would like to do is to introduce the concept off the bounce scorecard on to get you an opportunity to explore what it is that needs to be worked on. In order to achieve particular goals. This would be found on pages 65 66. There are four key perspectives to look at. We'll have a look at those balance perspectives on, then work out how they get measured, says Screen. What gets measured gets done on that is absolutely fundamental to the success of your organization. So what are these four perspective? Clearly financial? A very, very important is number. Elements of finance. We need to look, you need to run good operations, managing work from getting the work done, having good case management systems, good systems to deliver what the customer needs on our terms. But then what's missing? What's the S for? Do you think systems style? The seven s models from Akin. See, it will come up a shared values and so on, so forth. Well, actually s his stuff. None of the financial operational or Clyde outcomes, the goals they would be achieved as you have the right people. So what measures are there in place? We'll, 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 to go about making money, what you mean? But does he turn over last making money to work, Get money, money, work, work, money. What's not to like? Well, depends on what you're gonna put your money income to what you gotta pay for. Now, if your income is less than your costs, then you have to have a very understanding back then. And you're very rich, Uncle Libya money In order to fund that clearly what we talk about profit and profit. It's obviously what's left after paying the cost of trade profit a period of time expenses have appeared. Type 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 that this Page 66 which is why I say and suggest that occasionally putting out occasion page here and there will help you become the author of your thoughts on help. You remember those ideas to explore what might be covered in of each of those four core balance perspectives I've given you for other possible areas to explore. Now, don't worry. If you run down the list and you don't know how you might measure survival compared with success compared with prosperity, recognition as we go down the list of four in each other's four areas, you'll see we get to less tangible on direct measures but nonetheless useful indicators. Overachieving particular success, please. I spend film, have a look, see what you think on. Then I'll run through the 60 measures that could be there that cover each of those four call balanced areas. Okay, well, I hope you took some time to think those through. Maybe talk for a colleague on, see what you could look at. It would be inappropriate measure. So add these to your list. The financial measures. Well, how are we going to deal with this? Well, clearly, survival success, prosperity and recognition on financial headings are different things. What do you have to measure to work out with? The business will survive. Well, no, it isn't profit. As it happens, it's cash flow because 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 court of a century, there's only one occasion many, many years ago, when we were doing a lot of work for public sector organisation that loved what we did. God has engaged with a number, projects a big project underway, but they took six months to clear the invoice. Nothing wrong with work just got stuck in the system on people engaging us could do nothing about that system. And if it wasn't a very understanding Lloyds TSB Lawrence's was then became TSB Treasure logo Waas, then we would have been in absolute trouble. So survival. The measure is cash flow. So what is success? Well, then, that is the major of successes. Profit. If you are profitable, that is successful. You should not turn over 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 be prosperity. Maybe the value of clients may be reasonable. Let's hold that one for the client area. But financially prosperity, maybe profit growth or sustaining profit or whatever it might be. So prosperity is what happens over time, and there are more prosperous. You're making more profit. What about recognition was the same as you go down the list. Each of them become less and less directly related to particular activity. But recognition brand value may be looked upon in purely financial terms. How much work you gonna win next year by doing nothing except your carry on doing now? It was your falling which your loyalty was. Your recommendations from plants? Are they chi? It's the best applicants. You've got your firm. So how much turnover have you gonna have to work for? On how much of it will come in anyway? Because you're consistently doing a good job. If you haven't continue to publicize, continue to promote, continue to win new clients in your continuity, your recognition, how much work comes from referrals are mentioned referrals of estate agents and convincing, for example, or indeed, legal aid agency. I understand. Hear from those who are suspects of crime. Recommend other calling friends. Makes they know your firm. If you do a good job one you she will recommend you to another. So recognition measures might be many and varied. So quick recap recognition. Maybe you matter what you get from recommendations, recognition, maybe amount of loyalty. You get continuity from one plant next 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 of operational things here. We've got technological measures. Things like case management communications will be important. Lowest cost operation. 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 were developing munitions here on CPD. How quickly we can get those to market will be important. Then, of course, quality operational things. Well, you may be Lex L. Accredited, since it's called Mark and so on and so forth. Legal aid agency Lovable A whole variety of different quality stand. It's there. So there's four areas to make sure that you're running on effective and efficient organization. Remember, efficiency is doing things right. Effectiveness is doing right things. So let's have a customer. How do you know clients satisfied? Well, of course, you're gonna ask surveys, that sort of thing, paying bills on time. It's financial measure, but paying a bit 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 treat on the day. What do you think of the day venue course content the workbook and so falls very, very important. What's the measure off responsible is when it's time based measure there. How did you get? How long was somebody kept waiting in the waiting room after their allotted time meeting was due to start loyalty? What we've talked about that earlier, when we're looking at clients and so forth. Very important, naturally for your situation. Market share. Now some people struggle with. This is to say it comes down to what we're talking about. Market share could be share off market. In other words, off all the If you're working in convincing in dealing with the local developers, what portion off work you get from a local developer do they put all of their work with you? Some of it, none of it. How many estate agents in your area we've helped firm se have probably business landlord, tenant, leasehold, enfranchisement, all sorts of things, quite a mixed bag as well as residential conveyancing on. They worked out within five miles of their front door. Their office there was only about six of 25 estate agents actually knew of from when we went round Capping had more, actually, business cards in hand, introduced ourselves half firm, one of the junior partners there. That simple exercise began to get mawr more work coming through because the local people estate agency LVs I know they do that they do. Landlord tenant Not a problem. Your landlord. They can help you owe your attendant. Well, if you don't need to look at your contract, then maybe this phone blocks and code where it might be would help you. So loyalty market share they pay begin to look at a slightly different way. How many do if your mattress O'Neill handling divorces that go through overcoat? You handle what proportion? Mediation, That sort of thing share market becomes very, very important. So, staff, we're gonna talk about motivation still for a moment. But employees in their growth. Let's think about the the situation from your staff point of view. What's the measure off? Employee satisfaction says the word just employees, but it means employee satisfaction out. How do you know? Well, engagement multiply something I mentioned before firms. 20 more staff really need to look at something like that to get good measures. Employee engagement That will be one employee motivation. Motivation? How do you know somebody motivated? Well, productivity's actually one time notices another number of days sick leave. They take randomly on how many of those on a Monday or Friday, for example, those sorts of things. Internal growth. Well, we know from helping firms with legal aid agency work with data law that internal growth very important. Somebody from within the department becomes a supervisor gets trained up appropriately, natural enough for the legal aid agency programs on our life. Webinars. We run before that. Of course, approving extremely valuable, popular, well regarded. So eternal growth is all about internal promotions That will be important internal growth. Maybe the number paralegals that become fully qualified or become licensed chances with really talented people in those environments. Now, innovation. May Fox one or two of you. Well, innovation is a better thing to do or better way to do it, in other words, is the degree to which people are looking at how to make improvements in operations and systems that they're doing or ways of engaging clients and so forth. So a measure that is not only value or any particular idea number off them way. We have looked at no invoicing systems. It isn't because every invoice suddenly differently. Don't automate that so many that we need to automate it. But they are different human interaction. There we looked, process worked out ways of shortening it, reducing the time it took to produce an accurate invoice way. Did it reduced it from 40 minutes down to 30 minutes? And that became permissive for people looking for systems that I developed 25 years ago. Say, hang on a minute, these could be improved. So innovation is a better thing to do a better way to do it. Extraordinary port, not just for the creatives in advertising agencies, but for you to be able to prove on development. Well, that is a hub hope CPD is all about. Remember that tick box exercise you did, looking all the competencies in the frequency with which you do things. Your aim, of course, is to move alot of your evaluations from the left hand side, where you do things less frequently to a situation where you're fully capable, competent, knowledgeable and able to do things appropriate to your level therefore, investors in people will be one measure off use training, personal development and so on and so forth. So all of those measures that we've gotten I mentioned our talk, it wanna go, helps people evaluate their skills, are to improve. So what gets measured gets done very, very important. That's just 16 but naturally enough, depending on the organization, that can be a lot more measures in place. So this slide here just looks at another nine other areas. The degree to which people achieve the intended objective with a communications degree. Which people work together. Creativity. We've looked at measured drive and self motivation. See anyone? There is itself planning and organizing the work that gets done. These client service levels, the card awareness issues, the management skills, coaching, leadership, marketing to know how much money gets spent does get controlled. But what's achieved that you're going to run a seminar, then you get 10 people. They have to get 50 people. 80 people fill up the room, and that's the sort of measures that maybe their and then work ethic. And so it goes on it. Just put those up there to illustrate how broad it could be. From a measurement point of view of here, what I've got is, uh, six substantive questions I'd like to put to you about file reviews to see whether or not because I think it's certainly working with a colleague of mine about five years. I know from working with her who's looked at thousands and thousands of fire reviews there. Six substantive questions. How little stop. How can If you get some answers to this, it will improve productivity off people in. So how can Fiona performance be improved through your file reviews? Do you know how to do that? How can less time we spent reviewing files? You need to do it. Do this systems be good in place to be able to do this more successfully? How can your fixed faith profits be increased? Well, there's a number of ways to do that in that come from file reviews. How can all theater perform in a similar fashion to the top feet? I think that's absolutely fundamental as well. So why is it some are performing better than others? What is going on? What the firewood used? Tell me, what can they tell you to chief So what about the non conformance it seems to be in sporting events. When people failed to get beaten, becomes second, fall over with whatever they do, they don't win. They can say, Well, we'll take the learning and taking forward. It sounds like the only way of learning is to fail. So what about thick? How can fear has learned and developed, even if there's been a non conformance? What can be done there to improve things are the last substantive questions. How can a lot be happy with the service they receive on all those answers can be found file reviews on That's an area that's new to us. I've got somebody working with me who knows what they're talking about. If you want some help, then talk to us. Because then the next thing becomes so easy 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 secondary 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 made me to do is to be messed, demystify both. Let's start with the definition now. The Chartered Institute of Marketing would have this as its definition. Andi, you can read it on screen. Spit small. It says. Marketing is the manager process responsible for what did to falling customer requirements. Anticipating customer requirements, satisfying customer crime requirements profitably. That statement bears some analysis. What's most important words for you in that state? Is it identifying what a customer needs? Well, Clearly, if you don't identify what a customer needs that, how can you fulfill those needs? And why would they need what you've got? But it won't it. You have identified exactly what needs they do have anticipating, in other words, identifying what it is that they might want. You only have to look at the everyday nature of home entertainment's to see how it's moved from vinyl. Two cassettes, too. Music discs, too MP threes on so on, so on every downloadable, although there's a bit of resurgence in vinyl, so anticipating what they may be needing later on, of course, it's very, very important and then satisfy those customers on making some money so many of you would say profit. Well, okay. You may be working in a profit organization, maybe not for profit sector s. So how come you can have a profit statement in there with a cost? Profiting is seen as a number of different levels. Working with a client organisation. I'd want that client organization to profit not just financially, but also from point of view of learning, learning how to get the best out of the legal department, for example, learning how to 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 okay or all those terribly important, absolutely crucial to the definition. But they're not the most important words. The most important words on your screen, his management process, you see? No, but other things I did vying into creating satisfying 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 get on with their job and we don't have to worry about it. I think that's really quite important goes a little deeper because it applies to so much off. Good commercial practice. No, no, no. 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, managing your processes well, then s O s springs to mind S O s. That's a panic call. Well, it is, but it also is a useful The O is for ordinary. The s of the beginning is having superior systems. So if you have a superior marketing system in your firm, then everybody can function ordinarily ordinarily good. Not exceptionally good. But ordinarily good. That consistently Okay, that never screws up would be pretty good in my book. So the first test is having superior systems. People operating ordinarily on these second s in S O. S is success. And success could be defined in all those terms in the definition, successfully identifying and dissipating and successfully satisfying making a successful profit. So for May, if we can embed marketing into everybody's job, they could 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 sorry, marketing is a management process. How do we do that? Well, you may or may not be aware. Off the four piece of marketing, traditional marketing was always established as that. So the traditional mark make going way back to the 19 sixties before you were born? Probably not, maybe. But most people watching this probably, ah, check called Cotler came up the four ps of marketing. That was a very good shorthand to remember the breadth of things that marking had to be involved with. They all this having the right product. It may be a keeper out of jail product. It may be a sell your house product. It maybe sue them for wrongful treatment, off view product. All of those products that you produce are the product part off the marketing mix. So far, so obvious on. Then we'll decide what we will charge for this product on. It may be that the product will cost us X to produce. We need to add a bit of a margin so we will send it for X plus something or X multiplied by something on. That will be the price that we were charged. All the people in the high street drop their price on. Can we still make a profit by selling it their price? What about costs? Yes, we can. Then Price will be determined on life is good, but then we'll decide where 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 when we make it available? 24 hours over the weekends, etcetera, etcetera. Place accessibility to that product, of course, becomes very important. And then the rial 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 in a bed covers company really did that. We see the marketing. We listen to a commercial radio station. We watch commercial TV program. We opened up a magazine. It's got advertising. It recieved 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, enduring the conversation on radio and during the program and during the magazine for his articles. Whatever content might be, let me interrupt you and tell you something that you weren't perhaps wanting to hear that moment but will interrupt you. We have a dim view very much off that within the promotion, people say, Well, OK. Selling is clearly marketing and who likes to be sold to Who likes to be involved in those negotiations 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 off. So that is what have you or markings on through the sixties and seventies. Life was good because that was very much in a post industrial Revolution post second World war situation, where productivity Waske it was all in the fifties about getting productivity up, once produced all the goods, then setting the marketing was very, very important for the sixties to shift all those goods. And then the four piece came from that situation. But we then moved to a much greater 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 scheme system. So Kotler in the seventies decided to add to his peas to make them cover services. I realized that in order to take the order for the burger to flip the burger, to put it into polystyrene on, presented to you required people, so people became an important element. You cannot separate people from many of the services that your firm provides. Your people provide those services. That, of course, because services contend to be intangible, let's make it some sort of physical evidence of that service. And it may be the letterhead, it maybe the sickness of the paper. It may be all on parchment it may be that this particular color that's the brand virgin. One account of a very distinct red and yellow delivery Santan dare has a very distinct red delivery distinguishing from some of the other banks in your bank. Whoever that might be may have. So while the outlets for banks are dwindling, there will be that deck or environments and going back to the fast food chain. Examples. Quite clearly, 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 deck. Oh, by the way, I'm not a great lover off Big Maxine. If I might be six foot four on large called Mac, it's not something that I particular favour, but obviously one recognizes these things when you were trolling young Children around. So physical evidence. Very important physical evidence in your terms and your office is your reception area. Your meeting rooms, the characteristic of the building on. Then finally, all processes off services require some sort of administration. What is the process of convincing? What is the process we're going through with matrimonial? What is the process off? Taking a brief to then pursue somebody for wrongful doing to acclimate road traffic actions. So far, there are process. There are case managed, Ince's so that is the traditional marketing makes on a team's work very well for a number of years. But then John Williams Hurst groans hers, being the W Off D. A. W and I many, many years ago in the late nineties, we're looking at the marketing mix and saying, Well, this one's fundamental floor, that is, who owns it? They say, If you look back at the seven p's, there is a product that's provided in your case by the sisters or license conveyances of paralegals or something like that. There is a product theme. The accountants may decide what the price is. The partners may decide where the offices are located. All the facilities management will make sure that they building looks appropriate. The marketing department then publicizes on Web page or brochures or seminars, or whatever it is that you do. Social media and so forth. Hr recruit people. Physical evidence goes back to a place in the what the deck or when it looks like physical evidence may come from the promotional team deciding paper's gonna look like this. That or the other on then the I T. People get very much involved in the process is all the of 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 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. I'm not in marketing. That's your job. You get on with it on. I have spent 20 years heading up marketing functions in industry, other organizations, and I have worked as a marketing advisor. Two law firms on If they think that all I can do is to do over marketing without having access to the rest of the organization to get ownership off the function. Then I'm doomed to fail that I tell people this, But when it doesn't work, I said, Well, I did tell you I've had situations where I've been talking with the partner in a particular department, saying you need to do this this and this and your stuff need to be that the staff were keen for it. But, she says, I build my time £250 now. I'm not lowering myself to do that sort of thing. She therefore found it to do it. All the ideas we came up with didn't happen because they didn't happen. Business wasn't screwed as it could have been. She was far too keen on spending time, learning to bounce and out on not bothering about it. But it didn't come from her with the devil was gonna come from, because without her behind it, it would not have happened. So ownership of marketing is what it's about. I'm going to show you how you can do it, and that will be the best marketing that you can possibly have. Nothing was wrong with. It is it's distributed amongst a lot of people on the difficulty is that, you know, try to get anything done through committee. So let's have a look at a different way of exploring the marketing mix. This is a much more modern version off the marketing mix. Other mixes are available and you may recognize this particular device. I think it's quite an expensive one. So well done, Nigella. For suggesting this one so personal perspective. What I think. Well, I don't think that we should forget the customer in the marketing mix and none off seven peace talks about the customer. I think that the marketing mix 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. Now. You see, there are people out there who quite value a very inexpensive way of setting the house on line, not through on estate agent on indeed, doing their own convincing or employing somebody very cheaply to do it. And yes, I understand having looked at it recently, that I can get convincing for £250. But what is it that customers value if they value their own time on? They value the expertise that comes with people who know what they're talking about. Been online to 1 £50 conveyancing is not a good deal, But there's been two people do. So what is it that customers value? Maybe the 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 the Children. Whatever it is, that's where we start is what is it that customers value? Then they can look for the solutions to those problems the way it's presented. Taking away from the legal sector for a second is that if I was going to put up a shelf that I would value, uh, a five millimeter hole in the wall that I can put a on appropriate rule, plug in on the right side, Screw to put up my brackets. So what I value? Well, I value something that will make a nice five millimeter hole on. That would definitely be a my view, a good masonry bit on a drill. And if the war was perfectly hard, I'd have to have a have a drug. But it's only came along with an electronic device that I could hold up against the wall and go on. A little bit of power comes out and there's a perfect five millimeter hole to take my role plug. That wasn't a drill, then. That's what I would want because when I'm buying a solutions to problems on my problem is a five minute meter hole two inches deep, five centimeters date in a wall, the stonewall. Okay, a brick wall or whatever. Now, that is what I am valuing on. What is the solution to it? So unidentified what your customer actually values on 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 was not price. It's cost. Cost of ownership. Cost of engagement on a quick anecdote will illustrate the case when I moved up from Bath, where I used to live to the East Anglia, back to where my elderly parents were at the time on a new job. Then I went into a building called a library may be familiar with the concept, and it was for the books books. You have printed books and in those libraries where books that would yellow paged books. It was when they were called Handley Yellow pages. I went in there to get hold of the directory for Separable in Essex. Where is gonna be living on Went to the back section. I've got hold of sisters and took three advertisements out the back. Photocopy them, Get full details on May 3 phone calls. Two sisters who promoted their conveyancing on. I chose the cheapest. It was a lovely man by the sounds of things. Never met him. I think he called me dear boy a couple times. I think he sat in deep button leather furniture. Probably have words written on his desk. Trouble is, he was incompetent. I didn't know it took a long time to find out. Four years, in fact, because when I bought the house, moved in. Life is good. Your child came along on. Then we want to move. Change job. The housing market. We discovered the fourth bedroom above the garage. The house, I thought did not have planning permission On the the perspective. Owners certainly wanted it. We didn't have it. We lost the prospective buyers on. Do we have to retrospectively apply for it? Cost of ownership may have been the cheapest, but it wasn't the best. And since then on that was 25 years ago, I have only ever bought the best convincing because I do not want the nightmare of living in rented accommodation per year while we searched got the house sold and job change So cost of ownership. What is the cost of ownership? Who engages clients on the cost of ownership while you do? Because what does it mean it's not? Price is cost was the cost of chasing up? What's the cost of phone calls? What's the cost of 100? What's going on? What's the cost of getting stressed? What's the cost? Are you a low cost person to deal? Don't mean low price. I mean low cost. And I I know that the people were using for convincing, although cost because of mentioned 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, you may be a very good convention West country, but I think somewhere close to me in the middle is probably better. But there's more to convenience than that. Is that like engage with him? It's like longer periods because hey is available on the phone over the pump. Usual business hours and I'm a businessman. Very different. Make private calls while work. So there we go. Convenience. So that's very, very important. Who effects convenience when you are a convenient lawyer to deal with because your 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 there. Publicity. No, we don't want to be. We never published in 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 got two years they function raised me well, and I use them in the same proportion as I listen to what the customer wants. Respond approval. Communication, right place, right time, right depth, right, Information. Who controls that? You did, and then I don't care what 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 family enough. When we discovered this working with lots of lots of different firms that clients like this, their names to be spelled correctly. I've got six letters in mind. Please keep the capital front. Don't dot capitals all the way through through middle, because that doesn't make sense. It's not a capital K in the middle of policemen. It correctly, that's a very, very small element of competence. And it goes right the way through from the everyday simple things like that on, We've discovered an immigration firm that Cambodians and Cameroonians probably get on reasonably well being along my apartment 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 off a click down menu. Because Cameron on Cambodia on neighbors in the dictionary, 100 57 territory of origin drop down menu in a case management system. So competency is every day and important on Are you a competent lawyer while you are a competent lawyer because you are looking on honing your technical competence but 12 other culprit and see areas that are fundamental to your success as a professional? Marvelous. But then, if it's if your offices that were beautiful had something to do with May Some physical evidence, while that would be customer value, value a professional looking outfit? Well, what I think is more important from the kind point of view is C R m 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 being a human being that is often a frail individual who's got themselves into a situation they would have done if they had the expertise in the first place on the wherewithal or the life chances. So you're dealing with people who need help, not just transactional help other things as well. That is like a doctor dealing with a patient. They don't just deal with the illness they deal with. The whole visit should deal the whole patient. So CRM customer relationship management well, pal of mine had a road action on it. Three years later, he had quite a change to his life. As a result of that and the customer relationship management three years. You know, if you're doing that sort of work with that relationship is a three year period. Hopefully the conveyancing that I'm going through will not be a three year. I'm hoping they reduced to a number of weeks. So they already very going port on Who controls that? You got it. You did, then lastly, and this is quite an interesting one from many people's points of view that wouldn't normally appear but its context. What is the context off situation? We'll take one individual who over a period of five years has a matrimonial problem in the context of matrimonial is quite different accessibility to Children. Context that follows the matrimonial split is changed situation because it to do with not just the individual but family 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 on then, this person goes through a conveyancing, all that in just five years. That's one person. The context of those are entirely different. That won't necessarily be one solicitor handling all off them. It might be DP one firm, but then, if this person who is a manager in a business engages your employment department. That one person, it's context has changed again on 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 if you're not spending your own money because you're legal aid. Then again, the context changes. Our mind works in a law firm. Does road traffic accidents stuff on the? The context of that is quite different. It's road traffic. 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 color, hues and tone and understanding of what's going on because I'm dealing in business, the 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. That job depends on getting a good outcome. So I know that the context of business to business is quite different. When I work in business to business with all firms to help them in business two business relationship and then business declined, so that's B to B to C of those situations need to be managed, according So who owns all of this? But of course you do. Now, what I can help you with shares to invite you now at the end of this session is to print out page 70 off the workbook. Page 70 invites you to define a given client client group an individual card if it was a big corporate client on individual client from a a legal aid situation may mean you just take a group of criminal offence or you take the group off housing issues, take group off protection issues, whatever it might be, and then get your team for yourself. Did on your own or a team of people together, understand? Show them this clip. Understand what's going on about the seven seas of marketing on. 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 three very straightforward words. But let's differentiate need from a want from a design. Our meeting a friend for lunch at the end of the week. We need lunch, we need food, we need that. We want to meet in a particular town on, we will probably want to meet on have a light lunch on probably good weather this time of the year. You can probably tell some journey on me is good, so we want to eat outside so we don't go to restaurants, 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 situation or style, and therefore you desire something right right down to the item on the on the menu. So it's different levels. Because of that, you could identify that for the people that you deal with. 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 on marketing communications. It is employees in kind facing situations like you that are responsible for the marketing. They were responsible for some of the corporate communications on the collateral, the brochures, the leaflets for handouts, the presentations, whatever, it might be a brand except etcetera, but you or your staff if their client facing perceptions are very, very much involved on this is the outcome of a very, very useful tool page empty. Have a look at it on Get your team motivated behind the marketing because when they are their jobs improve. The problems diminish in terms off 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 onto 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 Mental Institute for a number of years. On part of that role as a subject specialist in the people management area off the diplomat Management program was to prepare the workbook for the course on this turn itself into a published book, Motivation, Ability and Confidence Building in People on the motivational section. That was quite, uh, Sarah and brought in its reach, even if I say so myself. But what I had to do was part of it because this students of management was to summarise 100 years of management theory, while so there's quite a lot that goes on. And when I looked at this section here about self motivation, I thought, Well, I think you're 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 his motivation will. Motivation is the desire to achieve ago. 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 improve your fitness by going to the gym four times a week. Well, I think that's a perfect, reasonable goal. Your goal might be to lose a couple pounds before that beach holiday or whatever it might be. We are very much gold drip, So motivation is actually a desire to achieve something on The problem I think most managers have is that they believe they can motivate. You are forcing they can't. Well it might be able to do is to provide an appropriate stimulus. So let's think about this and this is something that I've prepared when you're looking at managing other people on the data nor program motivating support staff or non fierceness on this is very, very new has not yet been launched very, very recently, and it's not yet been given a style 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. What managers may be able to do is to create the right environment that enables yourself motivation to flourish. You see, uh, then how much you know about gardening? But I was slicing a lemon to squeeze on autism fish recently, not forgetting tonic. I noticed a pit goes spinning across as I cut them in half, and I realized that when I picked gets thrown onto ground, curiously enough, uh, plants seem to grow from the seeds from the pips on. It always seems to me that the leafy bits grow upwards and the fruity bits grow downwards. And that's because fundamentally all organizations do one of two things on. 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 of that is the fundamentals off all motivation. You see, if you think about it. If you were very, very cold, there was a block of ice, and it's very, very cold and cold outside. And you're cold area and you were very cold and in your wardrobe waas a nice woolly jumper. Then you will be motivated to move away from the cold towards something, and you'll get yourself once you're warm. Your stop. Because that's it. The away motivation has ceased to have an influence. So if your boss is grumpy old son so young, be so and so then you'll want to avoid him or her on your do your best to keep away from them but haven't got away from him. You don't carry on moving and moving, moving. You just stop when I'm away from the problem. That's fine. Back in the day when we were primitive humans, we would get away from the saber toothed tiger on running, running around until it was safe away. So having got away from the saber tooth tiger, will you stop running? So that's a way motivation whereas towards motivation is when we want to go toward something. So maybe there is a a bigger goal that we're aiming to get to now that go will be different for everybody on your manager, maybe suggest that there is a goal worth driving for and then you'll move towards it and that goal. If it remains a goal, you were still continue to move towards it until you achieve that goal on the achievements there. Once you've achieved a goal, guess what you look for the next one. So there's very, very few people will actually necessarily achieve giving gold and then suddenly stopped. So we are goal driven. I would get going towards those goals. The problem is, in most firms, the senior people are providing goals that most junior people may not actually busy interested in, as they rather hope they are. I know when I've run management call Stage one. When there were 20 people in the room and those people were by definition with the S. R. A. Three speaking, we would ask them and put your hands up if you aspired 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? Want to be a senior person law firm at some stage in their career? Well, senior people think it's probably about 80%. But in reality, that is, in anecdotal experience of dozens and dozens of courses us from the same question. It's probably about 25% because people 34 years speak your weight management course stage one and not quite so interested in those senior positions as senior people think they are. We could debate this for the rest of 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 be right. Food 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 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 Fine. Then you mess. Then you may deserve that reward with whatever it takes to get to that higher level. The reward, maybe Did you have a better work? Life balance for many? That, of course, is very, very poor. It's always been important for May as work, life balance, very important. Whether I was twenties and single or thirties and a father or approaching 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. Toe handle mawr. Interesting cases are more meaningful cases so more interesting, more meaningful, maybe bigger, more complex, more challenging cases. They will be very, very important because that would be great to reward. So we need to identify what the rewards are. So whatever it is, you're seeking a better work. Life, work, bounce, more money, bigger house, faster car, longer holidays in more exotic places, lots of more experiences, whatever they might be. Then they Those are your rewards that you're looking for on. Therefore, we have to decide how we get there. So with that in mind, there's a couple 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 banks officially clear about what it is you want to achieve. Therefore, what we have to do is to say Okay, well, there's a number things we have to do on everything that we want to do starts at the fundamental level, our beliefs. So what is that identity that you are striving for? What is the identity? Maybe the issue. Your identity is a very, very competent sister advocate. Your identity is that you are very, very good litigator. Your identity is that you are senior partner material 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 livelihood, then that's your identity. So that's a very simple start in every generic one. But I hope you can attune to work it. That's my identity. What are the beliefs and values of somebody with that identity? 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 do you all believe so bad? Uses the professionals. Your belief values, I suspect, is that you will serve clients. Well, how we define well, maybe probably good value for money getting good, good outcomes, case management, although sorts of things you'll serve clients well, and you know better than I will because I'm not a liar. What you mean by, well, serve clients? Well, that, of course, brings its own reward. So from your identity as a professional, what naturally follows from that is that you can serve clients. Well, how do we serve clients? Well, when you use your skills, no knowledge set on your abilities to serve clients. Well, so whatever state you're in, then I'm guessing that you acknowledge that you can approve 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 on I could show you if I kept them 40 years off, uh, CBT plans that I've aimed to improve, so whether that was getting a handle on finance getting handling, marketing, getting a rough idea of sales and getting over if idea of this product, that product, whatever it waas, I have continued to look at what I need to do to improve so skills, an ability you could 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 behaviour follows from the view that you have that you can be better at what you do to serve clients? Better to be a better professional. What behaviors must you have? Well, I'm guessing that the baby is behaviors that you want to have is that you will do your continuing professional development in a proper ordered fashion. Because if your pursuit off CPD is purely to keep the regulator back, then that's just a way motivation. Okay, I do not want the regulated come calling. I will do what I knew to get way, so if you do the absolute minimum, you will get away from your regulator on. Then you can stop, and if that's your beliefs and values, then that's your beliefs and values. However, if you're believes 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 to be better at what I do. Then, of course, you'll want to identify ways improved on Ways of improving is to identify what your developed needs are and pursue those goals and do your CPD properly on. There is absolutely no end to that journey because life is looming. Life is richer because you're able to do stuff you couldn't do before. And that's it. Doesn't matter what it is you do, whether you play a car game or you go for a joke or you, um, partake in some activity. Whatever did you do, decorate a room. Whatever you're doing, you can do whatever you do slightly better and said shelves on the on the wall. Well, I can continue to improve my d I y and so so that's your behavior, which means that what do you get, what the environment was, the world that you're making for yourself? So what are you doing for yourself by doing your CPD as a towards motivation? to get better at stuff, serve clients better in rich my life in some way or another now, enriching your life is entirely up to you. I think that, uh, helping people improve what they do. This is what I'm trying to do here is great. Far missed its brilliant riches, My life, You know that you are going to improve what you do. I think that's a wonderful thing to do. I meant to jump graduates through undergraduates through law school, through other science programs. I've been a senior coach, and all of that help support Sherry, my daughter. Lesser. She loved being a primary school teacher. She dislikes Children with some some degree. She freely admits that she doesn't want one, but she does enjoy imparting information and seeing kids couldn't do something. Now are able to do something wonderful. That is a great lifestyle. If she carried on her first career, then she learned 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 off when you spend it. If you have no money you have little choice. You can't spend it. But if you do have a little bit more money than you can choose, where you spend it may spend it on your pension. You may spend with your Children. You may spend 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 one option. And that option is common among people who are professionals. They want the environment on the lifestyle that that brings. When I gave example time management. There's 2.5 weeks spent in the office, lost in small grains of sand on a daily basis. What would you do to half weeks if you had it all together? Most people say they want to make a go on vacation, more travel more, don't see friends and family more and not have to half extra weeks in the office. Fine. Well, how can we perform better at work? Achieve what we need to do on get a home early? If you could get home earlier half an hour, every day, working day of the year, you'll have an extra two weeks just like that. So what's a great lifestyle? Well, there's one way of looking at it on this is on page 72. Again, You might want to print this out. Have a look at the grip, the grip there, what I've done here over a period of career through your twenties, newly qualified 30 40 fifties sixties and retiring some stage in your sixties and say, Okay, what is my salary at any given level through that period? The average annual salary given their for a professional? It may be a little bit on the higher side for some people in legal aid in their twenties. It may be a bit on the downside for some people working corporate environments. It doesn't matter. It's the illustration. If we had better at our job serving clients better got a better remuneration, got a better job. Then we had another list 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 year on average on bond, uh, you could increase that by 10%. That's next to 30,000 in the decade on then 40,000 and so on. So, as illustrated there, the cumulative increase over your career would be quarter of a £1,000,000 so small, incremental improvements needs a big result. So you put in on that table on page 72 your current salary per year and then inflated as you see that it might grow over the course of her career on then look at what 10% extra in the decade means what that Cuban increases. And that may be what you want for the remuneration as a consequence of doing CBT properly. Whatever your goal is, the aim is to achieve it. The change the aim 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, the panics A really good fun because the great Drennan Russian, all hands to the pumps and so forth. There's a lot more interesting films out of Hollywood coming from sinking ships or burning aircraft than they will ever be out of fire prevention offices. Because that firefighting is great fun. It is distracting on that. The end of it always sit around talking about how we manage to Copan isn't wonderful. That's not very good. Where working remember the S. O s. Having systems that don't work means you gotta be exceptional too. Put it right. Ordinary systems. Sexual behavior will still only produce ordinary outcomes. Oxo, if you like. So what happens when we get in the morning? Well, we'll have a coffee level chat about the commuting in the journey of the trains, the drive or whatever It might be what you do. Weekend wasn't pretty great. Did you see the last off whenever soap opera it waas and it takes a while before we get on with something. And then we don't say job list and got 30 jobs on their and your scan down in telling the easy ones, done that one or do something else added there. But now the line through it, all those things that we were looking at. And then, of course, we realize that we've got things around your office which are necessary distracting. I have got mind here because it might ring my mobile phone social media that's distracting. Like this may What on earth do you need that on one year in the office? Officers tend to be very friendly places. So we'll have a chat on what about the Grand Prix at the weekend? And wasn't that all for what he did so on so forth. That's the problem with most of what we're doing. What we really need to do is to get a goal, identify that goal, then work gradually and slowly towards it. So identify what your goal is. You see most often, and if you take a view off a wedge, okay, here's away when we're dealing with the thin end of the wedge, the day by day bits and pieces. But the bigger picture fixed end of the wedge is what we're aiming to achieve, So it's better life work. Balance won't get that by being tied up with my duty on day by day. We've got to look at the bigger picture on 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, too. Get involved with something like that. You know that that journey is one step at a time I've run built for it, but I've run a marathon and several half marathons for melon charities, and each of those runs took me a while. No great sprinter brother, but I am able to keep going. Plot, plot, plot one step at a time, and that is what goals room about. So what is the main thing? Well, whatever you will main thing, the main thing is to keep the main thing the main ST at all times. So if the main thing for you is ill defined, then I think the best thing to do is to start identifying Korean progression. More interesting work positions of seniority, greater interest in clients, activities, better outcomes, the next, High writes. Whatever 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 on 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 reach. So think about what they might be thinking about how you might achieve it step by step and then recognize that 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 lined 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 on the degree of self motivation. I think it's interesting to explore the Law Society report a couple of years ago looking at staff engagement. Andi. Quite interesting outcome within that on the's, the sorts of things that I picked up on. You can see a copy of the report on Page 76. The key findings executive summary is on their on page 76. If you have a copy of that finding online, of course, in the law society dot org's Dr K, 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 firm, so three fits on. But of course what you recognize that 3/5 are satisfied or very satisfied, then it means that the others are not all. 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 off, obviously. 2/5 2 5th off staff within law firms appear not to be satisfied. So in terms of self motivation, then that's an interesting question on what they're saying within that report is that the lack off engagement with strategic direction is the key driver off employees departure. So what the senior people in a firm need to do is to decide whether or not the strategic direction they are taking is a lining employees towards that gold or sense of purpose, I have to say it. Working with data low, I have the privilege of working with a number of legal aid agency firms on 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. 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 1/3 of people who are 25 to 34 years old in work say they're likely to change jobs within the next 12 months now likely to change and doesn't necessarily mean they will. But it certainly points out collaborates with the other findings that 1/3 of people just not satisfied where they are they're not comfortable. All the impatient Are they expecting to change the world overnight? What's going on on? I think managers of firms need to be very key tuned in to these issues in order to deal with the problem, because the cost of replacing people is not just the cost off advertising or using a recruitment agent, because cost also means the cost of disenfranchising all those other souls who remain, who get an extra work load to deal with the A client group. That the person who is leaving was once dealing with so very, very important issues here on what I think needs to be thought about very carefully by managers firms, particularly as far as motivation is concerned, his staff engagement. So here are three fundamental questions that I think a well worth exploring 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 to the managers systematically measure and improve engagement levels? Among stuff. Fundamental question. Secondly, the manager's opinion. What are the three? Because issues in for right now, the measurably improved with greater engagement? Is that cash flow? Is it the cost of keeping good talent? Is it being able to serve clients well with people you've got? What are the biggest issues that would improve with greater engagement? And if I could tell you the bottom line profit is actually one off them, then maybe that's an interesting area to explore on. Therefore, if there's something from those two questions, if you as a manager of your firm would like to see a demonstration, uh, that's how this is done on a free report on what's happening in your firm, then please get in touch with May because that is an important area to think about. So what did I do? Well, you'll see this interview on pages 73 74. I was chatting with somebody at a legal conference, a while ago, and he was talking about staff engagement. So this is Stephan. Vice Buck. Hey has developed a system that will help with employee engagement, and that's something that I think is very important, that I could 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 your choose to do something about it, how 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 this is the image on the right hand side here is highly gave 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 and a little bit more detail. Staff engagement is really what it's all about. I have a short article that was taken from some research that's copied for you on page 75 Top five workplace challenges that's produced in 2000 and 18. If you're watching this some while later, I'm still done nothing about it. Well, then, what's happening? Because I just read the last sentence research into Great places to Work, which is a registered trademark. Report Data shows that for every 1% increase in engagement stores, there's a returning off investment somewhere in excess of £75,000 because 1% improvement 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, depending on the size of certainly got at least 20. Then, of course, you will find those returns coming. So staff engagement is all about self motivation. That collective effect on that is quite significant on the bottom line. So that's it. That's what I want to talk about on managing your 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 Men today that's available at Amazon on. If you want to get hold of that, then by all means do so. If you'd like a free copy on, you'd like to pay post and packaging. Then you could get hold off that from me on my website. Here's the box on the floor on that is available for those 1st 100 who logged on to date of it. Dash dignity can have a copy of that book so that you could follow a simple system s O s. To master your CPD progress your career on break the rewards you deserve on alone on technical areas, technical areas are more than well covered by data law. I want you to explore the date of your portfolio to improve technical competence on Think about how you're going to master your CPD going forward. So it's been an absolute pleasure to think about this program on to give you the opportunity to explore improving your performance. We've looked four very, very crucial areas off every qualified solicitor at the fresh old standard that the area talked about maintaining your competence as a qualified professional. Now you can recognize what constitutes ethical behavior and sound judgment. We look, depression is, um, not just from the code of conduct, of course. The barriers to thinking and how you manage your learning development. We've looked at improving technical practice from finding good information, being an advocate for your ideas and be more persuasive. Remember the date of your portfolio for your technical competences as well. Working with others is absolutely fundamental. This has to do with good relations with people I work with and work four on 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 given the opportunity to put this together, that's been refreshing. Review Off the full range of competences. I have a Ford to engaging with you on another program. Some place very soon. Thanks for watching. Bye. For now. Goodbye.
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