Mavericks given gold ticket to success as economy improves

The Vice President of an exclusive community for accelerated business networking has lent her support to a new competition to scoop a million pounds worth of coaching and is urging maverick business owners to take action now to build credibility and reputation in preparation for the upturn.

The unique competition, which was officially unveiled at an exclusive press conference at Adam Street last week, offers the chance to win a lifetime’s worth of coaching from international speaker, author and thought leadership expert Mindy Gibbins-Klein a.k.a The Book Midwife® who has just launched her third book 24 Carat BOLD: The Standard for REAL Thought Leaders (£10.99 Ecademy Press).

Judith Germain, Vice President of the BlackStar Life Members Community on popular business social network Ecademy, MD of Dynamic Transitions and an established business mentor and author, has officially endorsed the month-long campaign. Agreeing to sit on the judging panel she reveals that wilfully independent ‘maverick’ business owners are likely to benefit most from the million pound prize as it will help them enhance their natural predisposition to stand out from the crowd.

“Mavericks tend to be top performers but also have a fierce sense of independence, are easily bored and need to be given constant challenges to ensure that they are as productive as they can be. When running a business, be it a global organisation or cottage industry in size, this wilful independence needs to be harnessed effectively to ensure that they can achieve their true potential which is why long-term support is a great way of keeping focused,” says Germain.

With the worst of the recession now over, Germain believes that the pressure is now on for many business owners to get ready to ride the upturn and advises that those who can channel their maverick energy positively to build a good reputation will have a far better chance of succeeding in the long term.

“With the economy improving, business owners need to focus on how they are perceived by people in their outer network (i.e. those that know of them but do not know them well). Mindy’s competition to win a lifetime’s worth of thought-leadership will be an invaluable resource to any Maverick serious about growing their business. I’m a great fan of anything which helps people to build their credibility and reputation and for me, this competition ticks all the right boxes,” says Germain.

The competition will run for one month. There is just one stipulation; you need to have purchased a copy of 24 Carat BOLD: The Standard for REAL Thought Leaders from Amazon during the month of September, which then qualifies you to enter the competition.

Entrants need to forward their Amazon proof of purchase with a statement of up to 15 words on why they deserve a lifetime of thought leadership coaching to emma@bookmidwife.com. Entries will be reviewed by a panel of judges. Eligible entries are Amazon purchases dated August and September, closing date is Sept. 30th, with the winner being announced Oct 1st.

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Law firm deferrals are testing time for Graduates

Leadership consultancy Dynamic Transitions is warning City law firm trainees who have been paid to defer their training, to use their time sensibly or risk having their places withdrawn.

Further to news that a number of City law firms are offering trainees up to £10,000 to defer their training, Dynamic Transitions’ MD Judith Germain believes that many firms will be using the opportunity to see which graduates have stronger leadership tendencies by observing how productively they spend their free time.

“Many graduates may be drawn into seeing this as a free ticket to a year of ‘loafing’ before they start their training, but in reality they need to realise that they are also being tested to see how self-motivated they can be when left to their own devices. Law firms are making the decision to defer start dates because they feel they need to in the current climate. This doesn’t mean they will not be watching to see how their trainees use their time,” says Germain.

Despite claims by some firms that there is no stipulation on how trainees spend the time or money, Germain urges trainees not to take this at face value, or be too complacent about their job prospects next year.

“The fact that some firms have gone as far as telling trainees that they need to do ‘something useful’ in the year, suggests that there is likely to be consequences for those that don’t. I predict that this time will be used to assess from a distance how these individuals use their time and those who don’t take it seriously may end up finding their places withdrawn next year, which may actually hurt their future career prospects.”

“Graduates should use the time to ‘round off’ their experience by doing relevant work or by enrolling in further education. Employers will be more impressed with those that use their time well,” says Germain.

Notes to Editor
Judith Germain is Founder and Lead Consultant of Dynamic Transitions Ltd, a leadership company specialising in working with Troublesome Talent® and improving the leadership performance within organisations. They provide strategic mentoring for senior executives and business leaders/owners and delivers innovative leadership programmes, training, coaching and consultancy to corporate clients.

For more information visit www.developing-leadership.com or email jude@dynamic-transitions.co.uk

Rogue practitioners blamed for rise in bodged Botox jobs

A former GP has spoken out following revelations that many practitioners are not properly qualified to administer Botox treatments and is warning patients of the dangers of ‘subscription Botox’ and repeated treatments without doctor intervention.

Dr Ravi Jain, Medical Director at award winning non-surgical cosmetic clinic Riverbanks Clinic, is concerned with the reported rise of poorly qualified practitioners administering Botox without correct supervision or training and is urging patients to be extremely cautious about undertaking treatments with staff that are not qualified specifically to deliver Botox.

Dr Jain says “the risk increases if treatments are given by practitioners who have extended their services to include Botox as an add – on, rather than a specialist skill. A simple half day course will not give someone the same skills and expertise as a practitioner that does dozen’s of treatments day in, day out, and is receiving ongoing guidance and updates with regards to best practices.”

Dr Jain’s concerns are also reflected by The National Midwifery Council, who considers administrations of Botox that have been signed remotely by a medical practitioner who has not assessed the patient as contrary to the guidance issued within Standards for Medicine Management (2007).

“No one under any circumstances should follow through with Botox administration unless all of the guidelines have been met. Botulinum toxin (Botox) is a potentially harmful substance when used incorrectly and it’s important to fully assess a patient before every treatment in case circumstances have changed. I’m concerned with the amount of patients who think Botox can be issued like a repeat prescription. One check before your first treatment is not sufficient if you are considering regular treatment, you need to have a check-up with your cosmetic doctor before every treatment”, says Dr Jain.

According to a report by the NMC, Botox should only be administered following a comprehensive assessment of the patient by a registered prescriber. The prescription should state the drug, dose strength and quantity. The nurse or midwife should practice to all the NMC standards of medicines management that apply and prior to administration, all actions should be documented and the patient informed as to what to expect and whom to contact should they have any questions. It is these critical steps which are being missed by less experienced practitioners and could be leading to further complications, says Dr Jain.

“Botox is still one of the most effective aesthetic treatments on the market and in the right hands, it can produce excellent results. But put even the best treatments into the wrong hands and the results can be disastrous”, says Dr Jain.

Since its launch in Britain almost 14 years ago, Botox has become the fastest-growing treatment in the cosmetics industry. It is now continually marketed as a quick anti-ageing fix and is used by 100,000 Britons a year. Riverbanks Clinic in Harpenden has seen a 54% growth in revenue from Botox and similar treatments since 2007, with predicated figures for this year set to far exceed that as demand continues to rise.

For further information visit www.riverbanksclinic.co.uk

Editors Notes

Riverbanks Clinic is one of the UK’s leading clinics for non-surgical cosmetic and dermatological treatments. Formerly the Luton Skin Clinic, the prestigious Riverbanks Clinic helps men and women to turn back the clock, with the help of the very latest safe, non-surgical, highly effective anti-aging skin treatments. The clinic also specialises in treating skin problems such as acne and Roseaca.

The most popular treatments offered by Riverbanks Clinic include Botox, Dermal Fillers, Sculptra, Smartlipo, Smartxide DOT Laser and Accent Radiofrequency. Approximately a third of bookings at Riverbanks Clinic are for Botox treatments and fillers, and the clinic has experienced at 54% growth in revenue from these treatments since 2007. Botox treatments at Riverbanks start from as little as £200.

For more information visit www.riverbanksclinic.co.uk
Dr Ravi Jain is available for press interviews, articles and features. For further details, hi-res images or to arrange an interview with Dr Jain, please contact Jessica Suter on 01603 283 503 or email Jessica@mediajems.co.uk.

Facebook slurs highlight need to tame unruly Generation Y’s

Generation X employees need to educate unruly generation Y employees on the appropriateness of using social networking  sites in light of revelations that employees at Waitrose and Tesco have been publicly posting insulting comments about their customers on social networking site Facebook, says Talent Management specialist Judith Germain.

As Waitrose becomes the latest high street chain to fall victim to the widespread visibility of their disgruntled employees via their unreserved comments on Facebook. Dynamic Transitions MD Judith Germain believes that Generation Y employees aren’t intentionally trying to tarnish the brand’s reputation, but simply don’t realise the consequences of their actions online, which for many, is an integral part of their day to day lives.

“Whilst Generation X and Baby Boomers know instinctively that conversations in public forums that involve their employers is a bad idea, Generation Y do not have that belief and struggle to understand the effect on their employer’s brand and the consequences that their actions may bring to their careers”, explains Germain, who specialises in managing Troublesome Talent® in the workplace.

Germain believes that employers must act now by educating their Generation Y employees on how to behave appropriately online and by providing ‘safe havens’ for them to express their views and vent frustrations in a controlled environment and away from the public eye, if they want to maintain staff loyalty and customer satisfaction during a particularly difficult trading period.

“Organisations should consider providing a place internally where staff can have ‘conversations’ with each other in a social networking environment which is away from public scrutiny, however, these kind of solutions must be thought through carefully in terms of how they are implemented and how much intervention or moderation they want to provide. The legal implications of getting it wrong can be quite adverse to a business, although getting it right can bring radical results”, adds Germain.

Dynamic Transitions is a leadership company specialising in managing Troublesome Talent®. You can download their free whitepaper ‘Harnessing Maverick Talents’ at www.developing-leadership.com/whitepapers.html For further information or to find out more about Dynamic Transitions visit www.developing-leadership.com or telephone +44 (0) 208 288 0512.

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For press enquiries please contact Rebecca King on 01603 283 503 or email rebecca@mediajems.co.uk

Lazy Gen Y Graduates must fight to prove their worth as jobs diminish

A shortage in graduate positions this summer means that newly qualified graduates must break the ‘Lazy Generation Y Stereotype’ and fight to prove their worth in a rapidly shrinking graduate job market, warns leadership specialists at Dynamic Transitions.

Following on from reports that many students may end up graduating and going straight onto the dole queue due to a lack of available jobs, Dynamic Transitions’ MD Judith Germain is urging graduates to wake up to the fact that they need to radically revise their approach to job applications and interviews if they are to stand a chance of gaining employment in the current economic climate.

“Graduates need to be realistic in the jobs that they seek, as they already face scepticism in their ability to achieve by employers who believe that they only have academic knowledge and little experience. There is also a long standing belief that graduates academic knowledge is inferior to previous years and that graduates are lazy, under skilled and difficult to manage”, explains Germain.

Germain, a specialist in the differences between Generation X and Generation Y workers, believes that new graduates will fall victim to the negative connotations associated with Generation Y employees, which is why they need to work harder to prove their worth and their value to the business.

“There is a distinct clash of culture between the X & Y generations. At the moment ‘Y’ are generally ‘the workforce’, with ‘X’ or ‘Baby Boomers’ being ‘the managers’. Managers, especially ‘Baby Boomers’ think employees should do long hours at work and put the needs of the business above all else. Generation Y employees believe that their work can be done without spending hours at work and at a time that is convenient to them. Generation Y are used to studying whilst accessing digital or social media technology like IPods, Facebook, Instant Messaging and multiple ‘windows’ on their computers in the name of multi tasking. This leads them to believe that it’s essential to do many things at once in order to concentrate and therefore complete tasks. For example, Generation Y employees cannot understand why they can’t sit at their desk listening to their Ipod whilst they work, but to attempt to do this will lead to disciplinary action by the typical Baby Boomer or Generation X manager”, explains Germain.

“Things are moving faster and more dynamically than in the past and the cycle of change in business is nearer two years than the ten years that it used to be. Graduates need to show future employers that they are flexible, willing to work their way up and are good potential employees. They need to show employers that they are more interested in the business than they are in themselves”, adds Germain.

Judith Germain is founder of Dynamic Transitions Ltd, a leadership company specialising in dealing with Mavericks in the workplace and Troublesome Talent®. For more information visit www.developing-leadership.com.

For press enquiries, please contact Rebecca King on 01603 283 506 or email rebecca@mediajems.co.uk
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Unpaid overtime could spell premature ‘burn-out’ for top talent

Fear-stricken employees are putting in more overtime hours than ever before due to fears of redundancy, but by doing so risk burning out before the economy picks up again, leaving many businesses short of valuable talent, warns talent management specialists at Dynamic Transitions.

Following reports that over 5 million people worked unpaid overtime last year, equalling over £26.9bn worth of labour, Dynamic Transitions’ MD Judith Germain is warning employers not to take the goodwill of their employees for granted, by requesting staff work long unpaid hours. “The balance needs to be struck between running a profitable business with reduced margins and the need for employees to be satisfied and have meaning in their jobs” she observes.

“Employees should not be made to feel that they need to do overtime due to fear of losing their job, as the knock on effect of such pressure is an increase in sickness, poor morale, distrust and contempt for the employer. In the short term, this is also likely to result in poor customer service, reducing customer satisfaction and decreased profits. However, the real impact on the organisation is not likely to be seen until the economy picks up and staff leave in droves, leaving a severe talent shortage at a time when consistent customer service and knowledgeable staff are an imperative”, says Germain.

Germain, a specialist in managing Troublesome Talent® in the workplace, says that the organisations’ top talent (or Mavericks) are naturally inclined to work longer hours to achieve their goals, providing their efforts are recognised, rewarded and the overtime is not forced upon them. “Many workers, especially in the City have worked longer hours for years and it is knowing that they are doing it without force or fear that makes them happy to do so”, says Germain.

Germain advises that a good internal communications programme is vital to ensuring that employees remain motivated and aware of the current situation the business is facing, and don’t feel that their efforts are simply being taken for granted.

“Employees just need to know what is going on and feel like they are involved in the future of the business. Employees need to see that the organisation isn’t just sitting back and admitting defeat but is fighting to build its position in the marketplace and that the team is a core part of the organisation’s future. If employees know that the business wants to survive, and they can see their role in determining its future, they are more likely to want to do all they can to save it and will feel more positive about any unpaid overtime that might be required”, says Germain.

Dynamic Transitions is a leadership company specialising in managing Troublesome Talent®. You can download their free whitepaper ‘Harnessing Maverick Talents’ at www.developing-leadership.com/whitepapers.html For further information or to find out more about Dynamic Transitions visit www.developing-leadership.com or telephone +44 (0) 208 288 0512.

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For press enquiries please contact Rebecca King at Rebecca@mediajems.co.uk or 01603 283506

Exciting times ahead for recession-stricken staff

Recession-stricken employees across the country are set to see more innovative and dynamic initiatives from organisations as they battle to motivate and retain their workforce during the recession, says talent management specialist Judith Germain.

 With Tesco leading the way in employee engagement with their new monthly talent competition designed to increase footfall into stores and in turn boost employee morale, Dynamic Transitions MD Judith Germain says that companies have realised that their old methods simply aren’t effective in the current climate and now need to be more innovative in how they motivate and retain their most talented employees.

Germain says “with morale falling and companies predicted to be unable to pay bonuses or increase pay there is an increased risk of employee flight amongst the top performing employees. Tesco may have got the balance right with their latest talent show initiative as this could have the double effect of both increasing customer sales and employee’s sense of partnership with the company”.

However, alongside implementing new employee engagement programmes, Germain, who specialises in dealing with Troublesome Talent®, believes that there is perhaps an even more critical need for companies to ensure that their management teams have the right skills to lead the company during this difficult time and in particular their most talented employees.

“Only 20% of most workforces contain the top talent, yet it is these unconventional thinkers that drive companies forward and can provide real competitor advantage and first mover status. Often customers and clients love their flexibility and their unique ability to sense what is needed and what enables them to get close to the customer’s need in a way that their competitors struggle to”, says Germain.

“The problem is that many managers, particularly Generation X-ers, have not had enough relevant experience to manage in these changeable times and it is this lack of ability that is having a disastrous effect on morale and productivity. In our experience poor management is more prevalent at these times, and is often the main cause of such company disharmony that even with the best employee engagement programmes, companies could find it hard to recover”, adds Germain.

Judith Germain is founder of Dynamic Transitions, a leadership company specialising in dealing with Mavericks in the workplace and Troublesome Talent®. For more information visit www.developing-leadership.com

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For press enquiries please contact Rebecca King on 01603 283 506 or email rebecca@mediajems.co.uk.

Economy dangerously short of Mavericks

Despite the word ‘Maverick’ being banned by a leading State University for its continued over-use during the past twelve months, the economy is actually dangerously short of real Mavericks and the emergence of Generation Y employees is set to make this situation even worse, according to leading talent management expert Judith Germain.

Following the 34th release of Lake Superior State University’s annual List of Words to Be Banished and the playful inclusion of ‘Maverick’ for its overuse by John McCain in the US Presidential Campaign, Dynamic Transitions MD Germain believes that joking aside, the time has come to redefine what being a Maverick actually means, and why it is actually good for business.

“McCain coined the word Maverick in his campaign speeches but clearly missed the full scope of what being a Maverick actually means in a business context. I define Maverick as wilful independence and ‘Maverickism’ can actually be found on a continuum from the conformist right through to extreme maverick tendencies”, explains Germain.

“A maverick personality is one which is wilfully independent at all times and in all circumstances. They are keen to make their mark and do things their way and often blaze innovation and lateral thinking to the projects and problems that they are working on. They often exasperate the people around them and peers can feel that they can’t keep up or hurt if an objective comment from a maverick is delivered in their usual blunt and brutally honest way”, explains Germain.

Germain believes that having maverick tendencies as opposed to having a maverick personality,  is when the CEO or business owner is wilfully independent in their business dealings only.

Germain believes that the real advantage can be gained by those who can achieve Maverick Mastery® which is about being talented and different and being able to blend knowledge and skills for business success.

“When mavericks are running their business they do things in a way that is different to the rest of their industry, they take risks that other CEOs shirk at, and push harder and seek challenges that others feel are ‘insane’. This can be good for business especially if the CEO can harness their maverick nature”, says Germain.

Germain also believes that more Generation Ys need to adopt maverick tendencies if they want to stand out from their peers in an increasingly competitive environment. “Generation Y employees are already at a disadvantage in the current recession due to a difference in their values and work ethics, meaning they are often seen as lazy and unwilling to put in the extra time and effort that Generation X managers see as a given. Finding out what it means to really be a maverick and adapting those tendencies at work will give Generation Y employees real leverage and help them to secure their place in the business”, explains Germain.

Judith Germain is founder of Dynamic Transitions, a leadership company specialising in dealing with Mavericks in the workplace and Troublesome Talent. For more information visit www.maverick-mastery.com

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Future Leaders in jeopardy as learning and development falls off radar

Organisations are failing to see learning and development issues as a key strategic priority and as a result are preparing the business for a future without adequately trained management, according to specialists at leadership development company Dynamic Transitions.

In response to the release of the CIPD Research Insight – Supporting, accelerating and directing learning implications for trainers report, Dynamic Transitions MD Judith Germain spoke out at the failure of senior management to take accountability for learning and development of employees and highlighted the need for employees to take responsibility for their own learning.

According to the CIPD report, 60% of HR managers believe that top managers do not see learning, training and development activities as strategic and Germain argues “it is the senior management’s responsibility to ensure that strategy is clear so the whole organisation can work towards common objectives, and that any investment in training is closely aligned to the organisation’s talent management programme”.

And with 52% of HR managers believing that employees do not take ownership for their learning, Germain suggests that it is the responsibility of both managers and employees to make sure that the right skills are available within the workforce, if the organisation is to survive.

“It is increasingly important that employees ensure that they are employable as well as recruitable and to do this they need to be continuously learning and taking responsibility for their learning – if not they will soon find themselves on the redundancy list”, warns Germain, who fears that some of the most talented employees may be unnecessarily lost amidst the surge of job losses rippling through the country as the credit crunch continues.

“The future of any organisation depends on the development and retention of its most talented employees and senior management need to realise that learning, training and development are absolutely critical in preparing their most talented employees for their future roles within the business”, adds Germain.

You can find out more about managing talented employees by downloading ‘Understanding Mavericks in the Workplace’ from www.developing-leadership.com/leadership-whitepapers.html. For further information or to find out more about Dynamic Transitions visit www.developing-leadership.com.

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Survival rests on leaders boosting employee morale

Organisations experiencing a plunge in employee morale and productivity due to fear of redundancy need to take radical action by demanding that senior management take a more active front line role to help rebuild confidence and loyalty, says the MD of  leadership consultancy Dynamic Transitions.

The leadership specialist is urging leaders to take action now to prevent their most valuable employees from moving on to new positions due to their lack of confidence in job security, and says that ‘this is one of the effect’s of country’s mass cull of jobs, and it will continue to ripple through organisations for at least the next 12-18 months”.

“The inherent danger in a credit crunch situation is that the good employees get enticed away in their search for job security, leaving the organisation in a very vulnerable position when it comes to driving the business forward”, explains Germain, a former Head of HR with over a decade of experience in managing the strategic and operational running of the businesses in a number of industries.

 “With so much negativity in the air, employees often feel like they are going to be the last one’s to know what’s going on within their organisation, and so try to predict what is going to happen, often making assumptions based on inaccurate or irrelevant information. When there has been internal redundancies, good employees are even more likely to come to the conclusion that they’d better hedge their bets by leave before they are pushed”, says Germain.

Dynamic Transitions has devised a simple 6 point plan for leaders looking to drive employees forward during the credit crunch, suggesting that a very simple internal communications delivered by good managers who can empathise and engage with their employees, whilst continuing to provide valuable and morale enhancing training, will be the making of many organisations over the coming 12-18 months.

“Employees just need to know what is going on and feel like they are involved in the future of the business. Leaders need to think of this period as a time for reflection and focus. Employees need to see that the organisation isn’t just sitting back and admitting defeat but is fighting to build its position in the marketplace and that the team is a core part of the organisation’s future. If employees know that the business wants to survive, and they can see their role in determining its future, they are more likely to want to do all they can to save it”, says Germain.

You can download your free ‘six point plan to keeping talented employees during the credit crunch’ from www.developing-leadership.com/leadership-whitepapers.html. For further information or to find out more about Dynamic Transitions visit www.developing-leadership.com.

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