Please see below Nikki’s article on Authentic Leadership. 

In turbulent times with the gloomy term ‘economic recession’ hovering like a grey cloud overhead, there is a glimmer of light that is providing a ray of hope for organisations wanting to thrive rather than survive in 2012.

Did you know that the authenticity of the leadership team determines whether employees either do their job or whether they work with their heart and soul, continually striving to make a positive impact. Authentic leadership builds trust and automatically stimulates the flow of energy that breeds confidence and safety so that employees feel fully engaged with their organisation’s vision.

A leader who communicates from their heart, a leader who is ‘present’ with every member of staff and a leader who is congruent with their message becomes a leader with high levels of influence and impact. According to Nikki Owen, UK’s Leading Expert in Charisma and winner of the Academy for Chief Executive’s Rising Star Award for 2011, defines charisma as “an authentic power that captivates the hearts and minds of others.”

According to a critical skills survey by the American Management Association, collaboration of the workforce will become even more vital to organisations in the next three to five years, particularly as the economy improves and organisations look to grow. The quickest and most cost-effective way to build a collaborative culture is by developing the charismatic potential within leadership teams. Interestingly, the term ‘charisma’ can be perceived as a management turn-off because of the stereotypical impression that to be charismatic means a big extroverted personality. Being authentic is actually vital to stimulate the flow of charisma meaning that if you are an introverted, shy personality type you can still be charismatic if you are being you and are passionate about your role.

The role of authenticity and charisma (or lack of both attributes) was brilliantly demonstrated during theUK’s live political debates in May 2010.  Voters witnessed Brown’s lack of authenticity as he tried to compete with and dominate his two younger opponents. Clegg’s charisma landed him the job of Deputy Prime Minister yet time has shown that you need substance as well as charisma to sustain long-term engagement. Cameron’s lack of pure charisma resulted in a coalition government. Each political leader provides us with a salutary lesson that authenticity, substance and charisma are a vital component for building success and growth.

Great people want to work for great leaders. The greatest differentiator among the organisations of the future will be the ability to build world-class capability and skills. The war for talent exists at all levels of an organisation. Charismatic leaders affect both their followers and the organisational culture. They are capable of altering workforce attitudes, beliefs and motivation, making changes that are not easily implemented through conventional leadership approaches alone. It’s little wonder that the leader who possesses charisma also has a tendency to attract followers who are the crème de la crème of talent. In the same way that ‘money attracts money’, charisma produces a strong karmic reaction for both leader and worker.

The Cremer and Knippenberg report, published in the Journal of Applied Psychology, 2002, used scenario experiments, cross-sectional surveys and laboratory studies to prove that charismatic leaders had a stronger effect on cooperation than their non-charismatic counterparts.

Most leaders today appreciate the impact that a charismatic presence can have on their effectiveness. Charismatic leaders attract more publicity and more attention from outside groups as well as exerting a strong (albeit invisible) bond with their organisation’s workforce. Numerous studies and experiments have been conducted that prove conclusively that charismatic leaders are more successful.

Requirements for charismatic leaders

If you are seeking to become a charismatic leader, this checklist of key requirements will help guide your thoughts, actions and behaviours. Charismatic leaders must be able to

• Make a realistic evaluation of the deficiencies and problem areas in a given situation
• Appreciate the longer-term implications of not adopting new strategies for change and growth
• Demonstrate a strong desire to change the status quo and remedy the identified problems
• Be empathetic to the needs of their organisation’s workforce and show a real appreciation of people and their value
• Formulate a vision that will lead to a future that is highly desirable for the organisation and the people who work within it
• Communicate this vision in a motivational and inspiring manner that evokes strong positive feelings within others
• Regularly repeat the vision from different perceptual positions and with flexibility to appeal and ‘touch’ the full spectrum of that workforce
• Inspire commitment and hard work from the people who work within the organisation towards an aligned vision
• Act as a role model at all times, and gain the confidence and respect of the workforce for both for the leader and the mission
• Demonstrate high levels of energy and self-confidence and exhibit high expectations in terms of their workforce’s capability and the results the organisation can achieve
• Possess credibility as an expert in their field and demonstrate an unconventional and innovative style
• Be willing to run certain personal risks, as and when the mission requires.

These behaviours help to create an instinctive, sometimes unconscious impression that the leader is authentic. This strengthens the relationship between the workforce and leader, while fuelling the charismatic presence of that leader.

To learn more about Nikki Owen how her approach to developing engagement through authentic charismatic leadership could help you and your business please call Rachel on 01920 460211 or email rachelc@nowtraining.co.uk

Do you have unused training budget or are you looking at making the most of next financial years budget?  We can offer you the perfect solution…Now Training Vouchers! 

BUT WHY BUY NOW TRAINING VOUCHERS? 

• Financially secure – Now Training has been trading for 14 years with a good credit rating so you can be assured your money is safe.
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• Longer duration – 2 years minimum.
• Reduced administration – You pay one single invoice for the vouchers and we do the rest.
• Flexibility – You spend as much or as little on training vouchers as you like as well as being able to use them on any type of training.
• Excellent discounts – Giving you opportunity to maximise your training spend through excellent discounts.
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Now Training vouchers offer great value, more choice and perhaps most importantly the assurance that your training budget is secure.

At Now Training we work with our customers to create customised Training Vouchers/Learning Credits which deliver ultimate value and flexibility.

If you are looking for any management, personal development or IT skills training their are fantastic offers available to Now Training clients in December to find out more or to purchase vouchers please contact Rachel on 01920 460211 or email rachelc@nowtraining.co.uk who will be happy to assist you.

To find out more about our services please visit our website: www.nowtraining.co.uk

The reality of the workplace, however, is quite different. While managers believe that engaged employees are critical, there is strong indication that organizations are not doing an effective job of creating engagement. Only 21 percent of employees are fully engaged, according to research by Towers Perrin.

Though organizations need engaged employees to engage customers, organizations are not rising to meet this challenge or taking the steps needed to engage employees. This creates a significant challenge for all organizations, particularly as an uncertain economy pressures
them to make morale-draining cutbacks. To continually excel and win, organizations must accept that engaged customers are necessary but not sufficient to create success, and must
work simultaneously to actively engage both customers and employees. Thus, the critical question is not whether there is a link between employee and customer engagement, but what to do about it.

Escalating Expectations and the Engagement Imperative

Customer Engagement
Several years ago, marketing expert Theodore Levitt offered a model focused on how to create competitive advantage through differentiation. In his research, Levitt discovered that companies cannot engage customers merely by providing products and services that meet current customer expectations—what he calls the “Expected Offering.” Rather, they must deliver what Levitt refers to as the “Potential Offering”— features, capabilities, and characteristics that meet unspoken or unanticipated customer needs that even the
customer might not be aware of.

Product enhancements today occur much faster than when Levitt first introduced his model; therefore, the model gives an incomplete picture of the current environment. Even the Potential Offering can be rapidly eroded by competitors. As a result, companies need deeper insight into customers’ concerns, interests, preferences, and priorities so they can identify the “Future Potential Offering,” as well as today’s Potential Offering.

“There is nothing more important than getting the right people, in the right jobs,
with the right development and with the high levels of engagement. Everything else – superior customer service, profitable growth, return on shareholder value and brand – happens from there.”   Roy Vallee CEO, Avnet, Inc.

Because of these escalating expectations, organizations must develop more intimate relationships with customers, encouraging them to more freely share information that points to future desires. While reaching high levels of customer satisfaction was an admirable objective in the past, the bar for success is now much higher.

Today, customer engagement is critical if organizations are to continue developing and delivering experiences that produce profitable, long-term relationships with customers.
When we use the expression “customer engagement,” we go beyond the traditional definition of customer satisfaction.

By engaging customers an organization: `
􀂄 Inspires an emotional connection
􀂄 Creates a consistent customer experience through the integration of its products, processes, and personal connections
􀂄 Enables and encourages customers to involve themselves as extensions of the organization

Employee Engagement
Of equal importance to customer engagement is understanding employee engagement. While not its intended purpose, we have found that the Levitt model also can be used to describe the challenge of employee engagement. If employers only deliver fair compensation, good working conditions, and reasonably effective leadership—the Expected Offering—they may have satisfied employees, but not engaged employees. Organizations and managers need to ask themselves, “What do my employees need to be fully engaged?”
To answer this question, organizations must determine what the Potential Offering is that creates employee engagement. Beyond the expected, the “Potential Job” might anticipate aspects of the employment experience that even the employee has not fully considered, including both tangible and intangible items. For example, people might want a job where they can develop new skills, use cutting-edge technologies, contribute to improving society, or be part of a work environment where they can collaborate and make a difference.
Just as with customer engagement, employee engagement goes beyond employee satisfaction.

Organizations that engage employees:
􀂄 Inspire an emotional connection to the organization’s vision and purpose.
􀂄 Lead employees to commit their full energy to their work.
􀂄 Create loyalty and commitment to the organization.

So, what will it take to reach these levels of engagement?

What must happen to address the growing expectations of both customers and employees in today’s highly competitive marketplace?

What strategic actions can organizations take now to set the stage for continuing success?

Meeting and Exceeding Engagement Expectations
Our experience working with organizations around the world has led us to a clear understanding about how to create customer and employee engagement.

Leveraging our extensive research and experience, Wilson Learning has created a roadmap for customer and employee engagement that we call the Customer
Engagement Model.

CUSTOMER ENGAGEMENT
Processes
Personal Connection

EMPLOYEE ENGAGEMENT
Engagement
Culture
Results
Market Share
Repeat Business
More Referrals
Profitability
Products
Leadership Effectiveness

First, it is important to begin with an understanding of where your organization wants to go. That is, what will be the results of better customer engagement?

Will it be greater market share, better customer-back market data, or being customers’ preferred provider and trusted advisor?

By creating clarity about the results and how they are measured, organizations can evaluate their efforts to create engagement.

Once the results have been identified and defined, your organization needs to define engagement expectations for both your customers and employees. We encourage organizations to take time and document what they believe these expectations are, and then verify their beliefs through surveys or focus groups with customers and employees. These expectations are as often unstated as stated, so effective probing and discovery is often necessary. Once these expectations are clear, your organization can begin
the process of building the business to meet these requirements. You do this by aligning products, processes, and personal connections.

Engagement with your products, processes, and personal connections is more like multiplication than addition. Fail to engage in any area, and you don’t engage at all. For example, your company can have the most engaging products and processes, but if you fail to make the personal connection, you will never achieve high levels of engagement with customers.

How do you create alignment? By asking yourself how customers experience the Potential and Future Potential Offering defined by your products, processes, and personal connections.

􀂄 Products:

What are the distinctive qualities in your products that go beyond mere functionality and expected quality? These might be based on design aesthetics, innovation, or even a compelling corporate vision that your product or service supports. The question to ask yourself is “What truly differentiates our offering from our competitors’ offerings?”

􀂄 Processes:

How engaging is the total customer experience, from the initial search, to the decision to buy, and finally to the use of your product or service?

Do your processes encourage and motivate a customer to want to engage with you? This goes beyond just making it easy to do business with you or to resolve problems. Companies should ask themselves, “Do our processes help customers identify potential needs or form an emotional connection to our organization?”

􀂄 Personal Connections:

This involves more than just being courteous. It’s about providing a powerful
human connection that deepens the buyer’s sense of trust and confidence in the organization. Are your customer-contact employees empowered to solve customer problems and create value-add opportunities?

Does your organization create the sense that the customer has had an experience
personalized just for him or her?

In essence, it is about the customer seeing your employees as a source of advantage to them. Every employee needs to know the impact of products, processes, and personal connections and how they contribute to the customer’s level of engagement. The programmer who designs the Web site or the accountant who sends out bills can have as much impact on engagement as a salesperson or customer service representative in direct contact with customers.

Therefore, parallel with creating customer engagement, organizations need to focus on creating employee engagement.

Employee engagement comes from two main sources:

􀂄 Leadership Effectiveness:

Leaders are accountable for engaging others in committing their full energy
to create value and success. You cannot have engaged employees without engaged leaders who communicate an inspiring vision, manage to a clear set of goals and objectives, facilitate collaboration across the organization, and make sound business decisions.

􀂄 Engagement Culture:

An organization’s culture also has a great influence on employee and customer
engagement. The organization supports a culture of engagement through the way employee actions and goals are reinforced, recognized, and rewarded. Leaders and employees alike share responsibility for cultivating the values and principles important to the organization.

Taking Action: How to Create Customer Engagement

Understanding the factors that create customer engagement is only part of the story. To engage customers, you have to take action to create customer and employee engagement. In our work helping clients create greater customer engagement, we often begin with a series of questions. The answers to these questions help focus your actions and provide metrics to gauge the impact of your efforts.

A. Setting the Stage
1. What are the business results you intend to achieve through greater customer engagement?
It is important to be as specific and measurable as possible. Don’t be satisfied with “greater market share”; put a figure on it: “Raise market share by 5-10 percent.”

2. How do/will you know customers are engaged? What will be the major indicators that your customers have formed an emotional connection to your company, are having a consistent experience with your organization’s processes, and are advocates for your company? What metrics will you use? How will you gather that information?

3. How do/will you know your employees are engaged? What will be the major indicators that your employees have formed an emotional connection to the organization, are committing their full energy, and are loyal to the organization? How will you know?

4. What are the engagement expectations of customers and employees? Do you have this
documented in a “value proposition,” or, for employees, a set of values or operating principles? Where do you have this documented? This is a critical step that is often missed.

B. Customer Engagement
1. How do your products provide you with a clear competitive advantage? That is, what are your Potential Offering and Future Potential Offering?

2. What areas of the total customer experience need to be enhanced? It can be helpful to map all the ways a customer can interact with your organization (Web-site, customer support, sales, billing, etc.) and see if these avenues support the engagement expectations.

3. Do your customer-contact people epitomize the engagement expectations? How do you know that the people with the personal connection to the customer have the skills and the perspective to deliver on the engagement expectations? What skills need to be developed?

C. Employee Engagement
1. How do you know if your leaders and managers have the ability to fully engage employees?
Have you defined and assessed the leadership skills your organization needs?

2. What actions can you take to build an engagement culture?
If your organization wants increased market share, repeat business, and profitability, you need engaged employees and customers. Eighty-three percent of managers consider engaged employees a critical factor in attracting and retaining customers, and yet, only 21 percent of employees are fully engaged. What would it mean to your organization to move from 21 percent to 30 percent, or to 50 percent of employees fully engaged? How much impact would that make?

Organizations often neglect the link between employee and customer engagement in difficult economic times. By asking, then addressing, the questions above, clients we have worked with have proven, time and time again, that customer engagement is critical to success, and customer engagement does not exist without employee engagement.

© 2009 Wilson Learning Worldwide Inc.

This article is reproduced with the permission of Wilson Learning, if you would like more information on the services of Wilson Learning and/or more information on how to get more engagement from your people please contact rachelc@nowtraining.co.uk or call 01920 460211.

Is Certification Worth It?
The answer is a resounding YES for IT professionals who are looking to boost their
career. While there are no guarantees, certification has been shown to enhance
various aspects of an IT professional’s career, including:
• Employability
• Salary
• Job Effectiveness
• Job Satisfaction

Employability
“An investment in knowledge pays the best interest.” – Benjamin Franklin
Many employers prefer hiring applicants with certifications, viewing the credential
as evidence that a new hire knows the procedures and technologies required.
• With unemployment at record levels, hiring managers may receive hundreds
of resumes for a single opening. Certification is one way to stand out from
the pack. In a survey by Certification Magazine, 64 percent of hiring managers
rated IT certifications as having extremely high or high value in validating
skills and expertise.
• While there’s no shortage of applicants, many employers have difficulty
finding employees with the right set of skills for certain positions. A recent
survey by Robert Half found that 48 percent of CIOs think it’s tough to find
skilled professionals today. Certification confirms that a candidate has the
necessary background for the job at hand.
“If two people with roughly the same background and experience are vying for the
same job, the certified person will usually get to the top of the HR pre-screening pile.
Certification gives an employee the edge.”
– Hans Forbrich, CEO, Forbrich Computing, provider of Oracle certification
training since 1984.
81 percent of those who earned a certification in the last five years stated it was a
worthwhile endeavor.
Global Knowledge/TechRepublic 2011

Salary Survey
Salary
“The more they applaud, the bigger your salary will be.” – Anna Held
While the exact figures vary, data consistently show that certified employees earn
more than their non-certified peers. Among the 12,000 IT professionals who
responded to Global Knowledge/TechRepublic’s 2011 Salary Survey:
• Certified employees reported an average salary of 5.4 percent higher than
non-certified employees.
• Among IT professionals who earned a certification within the past five years,
57 percent received a salary increase. In contrast, among IT professionals who
did not earn a certification, only 51 percent received a salary increase.
• More than two-thirds of hiring managers believe that certification has an
impact on base salaries.

Job Effectiveness
“Efficiency means “doing the thing right.” Effectiveness means “doing the right thing.”
(Businessdictionary.com)
Certification enhances job effectiveness. According to International Data
Corporation (Benefits and Productivity Gains Realized Through IT Certification),
certified professionals handle 40 percent more support calls per person, per day,
than uncertified staff. Additionally companies that advocate certification report 49
percent less downtime than those that do not. In addition to employer benefits,
increased effectiveness provides certified employees with:
• Access to new job opportunities and promotions.
• Salary increases: More than half of the respondents to the 2011 Salary Survey
who reported receiving a raise attributed it to their performance in their
current positions.
“Certification is invaluable. The process of getting certified does an amazing job of
broadening a person’s perspective and knowledge. No matter what the technology,
certification is one of the best mechanisms available to ensure that the candidate has a
broad perspective and reasonable understanding of the technology.”
– Hans Forbrich, CEO, Forbrich Computing, provider of Oracle certification
training since 1984.
Certified Employees reported a higher average salary of 5.4
percent over non-certified employees.
Global Knowledge/TechRepublic 2011
Salary Survey

Job Satisfaction
“Pleasure in the job puts perfection in the work.” – Aristotle
Enhanced job satisfaction is perhaps the most important outcome of certification.
The benefits associated with certification – employability, higher salaries and better
performance – can directly impact employee satisfaction.

Choosing the Right Certification Program
With literally hundreds of certification programs available, how do you decide
which one to choose?

First and foremost, make sure to select only reputable certification courses.
While there are many programs out there, employers are less likely to recognize
uncommon ones. Likewise, those who try to shortcut the process by “purchasing”
a black-market credential will quickly learn that reputable IT programs have
safeguards in place to help employers verify legitimate credential holders and
protect the value of their certification. To improve your chances of selection,
choose only a well-known, highly-respected IT certification program that will catch
the eye of any interested employer.

Next, find out what skills employers are looking for. In the Global Knowledge/
TechRepublic 2010 Salary Survey, employers listed the following skill sets they
would be looking to add that year:
1. Project Management
2. Security
3. Network Administration
4. Virtualization – Cloud
5. Business Analysis
6. Business Process Improvement
7. Web Development
8. Database Management
9. Windows Administration
10. Desktop Support

Finally, find the best certification for you. The certification that’s right for you may
be different than what’s right for another IT professional. Each of us has unique
education, abilities, interests, skills and goals which should be taken into account
when deciding which certification to pursue.

Now Training is an Oracle University remarketer and this article is from An Oracle White Paper

For more information on certifications call 01920 460211 or email rachelc@nowtraining.co.uk

This month, just like last month there are now more offers and better offers on training courses than ever before.  We have listed a few below but many of the offers we have available are too good to publicize.  If you are looking for any management, personal development or IT skills training please call on 01920 460211 or email rachelc@nowtraining.co.uk 

Capita 

We are offering the following programmes at £99 per course… 

QA

Brush up on your IT skills; when booked through Now Training ALL PC Applications training at QA is discounted by 25% exclusively for Now Training customers. 

PTP

South East

ScotlandandIreland

Midlands

South West

North West

North East

Global Knowledge

Late Availability Courses

Global Knowledge have a number of last minute special offers available for selected courses, due to the fact that these would be last minute bookings we are offering you a discounted rate on all the courses listed below.

Cisco

ITIL

Project Management

VMware

Premier IT

EARLY BIRD discounts – beat the rush!

Book your IT Training course early and beat the rush for some of most popular courses… and still save up to 20% in the process!

 Arrow ECS

Associated Training & Consultancy

NEBOSH National Diploma

For a limited time only, book onto all the units and revision days (to be taken within a 12 month period), for the special offer price of just £4,995 +vat. Price includes all course material, exam fees and revision days. That’s a total saving of £1,050 against the usual price of £6,045!

Deverill Ltd

In the current economic climate there are now more offers and better offers on training courses than ever before.  We have listed a few below but many of the offers we have available are too good to publicize.  If you are looking for any management, personal development or IT skills training please call on 01920 460211 or email rachelc@nowtraining.co.uk 

QA

Brush up on your IT skills; when booked through Now Training ALL PC Applications training at QA is discounted by 25% exclusively for Now Training customers. 

PTP

South East

Scotland and Ireland

Midlands

South West

North West

North East

Global Knowledge - Global Knowledge have a number of last minute special offers available for selected courses listed below.

Cisco

ITIL

Microsoft

VMware

Citrix

Premier IT

LATE AVAILABILITY – just in time! 

View courses starting in the next two weeks. Grab a bargain while you still can, as spaces are limited…

EARLY BIRD discounts – beat the rush!

Book your IT Training course early and beat the rush for some of our most popular courses… and still save up to 20% in the process!

Hemsleyfraser

PRINCE2® Only £999

Associated Training & Consultancy

Special Offers:

The following courses are currently on special offer:

IOSH Managing Safely

Site Supervisors Safety Training Scheme (SSSTS)

Site Management Safety Training Scheme (SMSTS)

Site Management Safety Training Scheme (SMSTS) – Refresher Course

Deverill  

Deverill always strive to deliver the best possible Training at an affordable level to maximise your return on investment.

Below you will find a selection of latest offers, which set new standards in cost-effective technical and professional training:

 If you are a loyal customer of Now Training and receiving even higher discounts on any of the courses mentioned above then your current discounts will still apply. 

For more information on any of these courses or to discuss any training requirement please call Rachel on 01920 460 211, or email rachelc@nowtraining.co.uk and quote “OCT03” to claim any of the above offers.

The Seven Challenges of Value

Challenge # 1: Understanding just what value is.  OK, this may seem a little obvious but, believe me, it’s harder than you might think. Who defines it?  Using what parameters? Here’s a clue – it’s not you! Understanding value is two things.  It’s understanding what the component elements of value are, and it’s understanding what value looks like from your customers point of view –  because that’s the only view that really matters.

Challenge # 2: Recognising that it constantly changes.  So now you know the things your customer really, really values?  Guess what? By next week it might all have changed.

Challenge #3: Identifying the people who care.  Want to talk price? Talk to procurement.  Want to talk value? Well maybe procurement aren’t quite the people you should be talking with. They don’t really care about value, they care about getting the best deal, and that usually means price.  So find people in the business who care about value (but you’ll need to understand what value is before you can really do this!  See Challenge #1)

Challenge #4: Differentiating.  Making sure your solution is different from your competitors.  But being different isn’t differentiation.  Being different in ways the customer values is.  So you need to understand value.  Back to Challenge #1.  Again.

Challenge #5: Communicating your value.  Being different, in ways your customer truly values isn’t enough if the customer doesn’t know about it.  This is where a really powerful and persuasive Value Proposition is crucial.

Challenge #6: Capturing your value through price. It’s all very well delivering all this wonderful value to your customers, but you want a piece of the action!  This is about making sure you don’t leave money on the table and you get paid what your solution is worth (to the customer)

Challenge #7: Delivering the promise.  As in all things, now you have to deliver, and for most businesses that’s an organisational issue.  Is your business really set up to deliver the value you promise? And how are you going to measure it?

Undoubtedly there are other challenges, so Challenge # 8 is the fact that – there are always going to be other challenges.  However, the magnificent seven challenges above should be more than enough to be going on with!  Is it worth it?  If you are truly dedicated to understanding your customers and their businesses in detail, helping them be more successful at what they do and wanting to share in your contribution to their success through price, then yes.  Absolutely.  Is it easy?  Is anything that’s worth doing really easy?

As you can see Mike’s focus is value and he talks on understanding value, value pricing, differentiation and value propositions.  His primary Keynote revolves around……….

The Challenge of Value  

This session focuses on building an understanding of just what, exactly, value is and why understanding value is so important.  An interactive session, it usually involves delegates coming up with their own definitions of value which quickly leads them to realise that this value “thing” isn’t always as straight forward as it might appear.

Mike usese some basic examples to define just what value is and introduce the concept of The Value Triad^©.  This is a unique way of looking at value and helping people to more readily understand the components of value.  The session looks at:

• It’s all about price these days.  How are we supposed to compete?
• How can I sell when I’m not the lowest price?
• How can we create a perceived difference between ourselves and our competitors when we are both just selling a commodity?
• Seems valuable to me – why don’t my customers see it the same way?

We are also happy to recommend the book The Challenge of Value written by Mike and Harry Macdivitt (http://amzn.to/dVidbV).

Please call 01920 460211 to book on one of these fantastic training offers on G4S courses running in London, Warrington and Coventry see below.   ONLY £250 + vat per day.

7 September Equality & Diversity and The Law Warrington

14 September Equality & Diversity and The Law London

22 September Professional Customer Care Warrington

29 September Time Management Coventry

4 October Time Management London
 
6 October Professional Customer Care London
 
11 October Time Management Warrington

14 October Coaching Skills London
 
18 October Equality & Diversity and The Law London
 
19 October Equality & Diversity and The Law Coventry

21 October Report Writing London
 
25 October Professional Customer Care London

28 October Finance for None Financial Managers London

3 November Professional Customer Care Coventry

3 November Coaching Skills London

7 November Report Writing London

8 – 9 November Presentation Skills Warrington

16 November Equality & Diversity and The Law London

18 November Finance for None Financial Managers London

21 – 22 November Presentation Skills Coventry

22 – 23 November Presentation Skills London

24 November Time Management London

29 – 30 November Interviewing Skills London

6 – 7 December Interviewing Skills Coventry

13 – 14 December Interviewing Skills Warrington

PTP 

South East 

Scotland and Ireland

Midlands

South West

North West

North East

 Global Knowledge - Global Knowledge have a number of last minute special offers available for selected courses, due to the fact that these would be last minute bookings we are offering you a discounted rate on all the courses listed below.

Cisco

ITIL

Project Management

Microsoft

VMware

Premier IT

LATE AVAILABILITY – just in time! View courses starting in the next two weeks. Grab a bargain while you still can, as spaces are limited…

EARLY BIRD discounts – beat the rush! Book your IT Training course early and beat the rush for some of our most popular courses… and still save up to 20% in the process!

StayAhead - call 01920 460211 for offers 

Hemsleyfraser

Summer 2011 Offer

Take advantage of our new Summer Offer!

Book ANY Hemsley Fraser training course that takes place before the 9th September 2011 and get 25% off! See a list of Summer Offer events below.

Deverill  - Deverill we always strive to deliver the best possible Training at an affordable level to maximise your return on investment.

Below you will find a tempting selection of our latest offers, which set new standards in cost-effective technical and professional training:

QA

Brush up on your IT skills; when booked through Now Training ALL PC Applications training at QA is discounted by 25% exclusively for Now Training customers.

IT is common knowledge that there are many people in every field who are wrongly placed and who are following pursuits for which they are not adapted.  Success, therefore, is hard to achieve, because their truest and best powers lie dormant for lack of exercise and proper use. 

To gain a substantial success in life one should follow a pursuit or definite line of work that is congenial to taste and in accordance with one’s natural aptitudes.  Experience proves that the individual who leads in any walk of like is the one who loves his work and who applies himself thoroughly with a burning desire to excel therein. 

A good many persons, however, take up a particular pursuit because it is considered more dignified and respectable than another.  They do not study their own individual natures in order to discover their real aptitudes, consequently they often fail to reach the best places and highest positions; for, the simple reason that they deliberately repress their own natural inclinations to an artificial and abortive demand.  Pride stands in their way and blocks the path to a real success.  Or they lack in individuality and are persuaded or overcome by the persuasions or suggestions of others.  Is it not infinitely better to be a good farmer than a poor lawyer, or a good tradesman than an unsuccessful minister of religion?  Indeed, the world is full of misfits. 

Every man and woman can succeed better in one particular line of work than any other. Each individual born is in the world to do a certain work or to fulfil a definite mission, and only in that particular sphere of action can the greatest success be achieved.  Of course, one can succeed to a degree by right methods along almost any line, because the mind can be trained and knowledge acquired along any line, but one’s success will be limited and can never equal that which may be achieved by a proper and full use of natural endowments.     

Many men and women constantly fail in all professions and trades because they are trying to do what they are not fitted to do, but who would be able to do good work elsewhere and succeed beyond their anticipations could they be rightly placed.  How to remedy this unfortunate state of affairs and incidentally remove an enormous amount of unhappiness is a great problem.  Its solution would undoubtedly promote the settlement of many industrial problems.  It appears, however, that in the end the individual will have to solve the problem for himself; therefore, the question at the moment is to find your right vocation or true work unless you are happily engaged therein. 

 To ascertain the work or pursuit for which you are best fitted, ask yourself the question, “what do I love?” if you love outdoor life, take up an agricultural pursuit; that is, be a farmer, a surveyor, gardener or a traveller, etc.  If you love tools and mechanics, become and engineer or builder, etc.  If you love figures, take up book-keeping or accountancy.  If you love readying or writing take up some form of clerical or education work.  If you love science, chemistry or electrics, follow some pursuit associated with these lines.  If art or music makes a strong appeal, then cultivate your gifts and become an artist or musician.  In short, find out what you take a delight or what you love most and then follow this natural bent or inclination.  You will be happy in such work and that is half the battle to a successful career. 

This simple method will serve to answer the question in the majority of cases, but some individuals are so constituted as to be conscious of a number of inclinations or loves which implies that they possess several faculties equally active and this may make it difficult to decide definitely what particular kind of employment it is best to follow.  In these instances, resort may be made to one of the great human nature sciences as phrenology, psychology or even astrology in order to discover what specific faculties are the strongest or in which direction the largest measure of success may be attained.  Books on these subjects are obtainable while opportunities to consult practitioners of these sciences are frequent so that no difficulty should be experienced in this respect. 

However, it may be that through force of circumstances you are unable to do anything in your chosen field at present or only in a small way.  In that case, strive to “make good” where you are now; that is do the very best possible in your present work, and utilise what spare time you may have for further study and self improvement.  Send out your strong earnest desire to advance and hold the thought that you want to get into the work you love, and feed it with a firm, constant expectation that the good desire will come. Meanwhile, make a thorough use of present opportunities to gather knowledge and to develop your mind.  Then, in accordance with the unfailing law of demand and supply, you will invoke powerful, unseen forces to operate the changes you seek, and sooner or later, the way will open to advance in the desired direction.

(extract from The Natural Way to Success – Charles Moore)

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