Cutting edge course delivers entrepreneurial success at the click of button

A new online course in entrepreneurialism has been launched to help small business owners and entrepreneurs grow their businesses, drawing on expert insight from some of the world’s leading authorities on business excellence and all for just 6 USD per day!

Created by iLearningGlobal, the pioneering course EDGE (Expert Directed Guided Education) is designed to support individual entrepreneurs and small business owners in their business growth and personal development and includes insight from industry experts including Brian Tracy, Hyrum Smith, Steve Covey, and Mark Victor Hansen on subjects such as Recession Proofing your Business, Sales, Tax, Strategy and Business Building.

This unique and authoritative online program provides any business or individual with up-to-the-minute, cutting-edge insight, skills and strategies along with proven curriculum, action plans and accountability to help achieve personal and company goals in a relaxed environment.

“Businesses only grow when people running them grow first, which is why the initial four weeks on EDGE are centred on starting the journey with a clear understanding of where the business is and where it needs to go,” explains Larry Boyer, Continuous Learning Director and independent marketer of iLearningGlobal, the company behind the pioneering the new course.

Within the course, EDGE members will have exclusive access to cutting edge training resources, which include specific courses with HD videos and webinars, audios and ebooks, category blogs and behind the scenes insight from a vast array of successful business people. Members will also benefit from regular ‘Leading E.D.G.E’ Daily Strategies, delivering a feel good thought for the day via email and twitter.

“EDGE is not designed to get through fast and first, but is set up to drive deep, foster action, create habits and develop strategies and systems in order to create success which will truly last and additional courses will be posted regularly along with specific paths to follow. With EDGE you will be able to grow as an entrepreneur or business owner and you will be able to grow your employees. With advanced skills and training your business will begin to grow in new and powerful ways,” adds Boyer.

More information about the EDGE training programme can be found at http://edge.ilearningglobal.tv  and http://www.ilg-edge.com .

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Press Contact:
Larry Boyer
Continuous Learning Director
Independent Marketer
iLearningGlobal
Tel: 001-703-298-3391
Email: edge@ilg-edge.com

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

Baby boomers set to bail our rather than ride the recession

Baby boomers facing the choice of either early retirement on good pension plans or struggling through a recession where they are not appreciated or valued by their younger bosses; are likely to take the initiative and leave employment now. Thus leaving a huge skills gap in an already unstable market, warns talent management specialists at Dynamic Transitions.

According to Dynamic Transitions MD Judith Germain, organisations are increasingly realising that younger managers lack the experience and skills to effectively guide their staff through a recession, causing disgruntled baby boomers, who don’t see any benefit in working harder than they have to, opting to leave the workforce completely. Germain warns that this will leave a glaring hole in key positions across core business functions and predicts that many companies will now be facing the prospect of suddenly losing expertise and strategic direction at a time when it is needed the most.

“Younger managers and employees who face working in a recession for the first time can suffer from a lack of confidence and the key skills required to enable their employers to succeed. The reality is that this isn’t likely to be a short recession and there will be ripple effect across the industry for several years at least. These managers may have been more than capable in good times but now the pressure is on, many are finding that they simply don’t have the knowledge and experience to effectively manage and guide an increasingly unnerved workforce and experience shows that the best staff tend to be the first to jump ship if not managed effectively”, says Germain.

Germain argues that the need for effective Talent Management is becoming the most critical requirement for companies who wish to remain in business during the recession, as the lack of short term financial rewards and benefits diminishes, placing a greater emphasis on job satisfaction and a feeling of value. Germain also believes that the implementation of longer-term reward packages would help retain senior talent, a view mirrored by CIPD president Vicky Wright at yesterday’s CIPD Annual Conference.

“Companies need to invest in effective talent management programmes and leadership initiatives that are innovative and creative for the current times and encourage more experienced and senior staff to sign up for the long haul. Those that can achieve this are more likely to succeed and retain the key talent necessary to remain robust in these difficult times”, says Germain.

Judith Germain is founder of Dynamic Transitions Ltd, a leadership company specialising in managing Troublesome Talent®. 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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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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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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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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Press Release: Generation Y causing trouble at the top for Talent Management

Many organisations risk losing their most talented employees as the credit crunch takes hold, according to leadership company Dynamic Transitions. Speaking at HR Director’s Talent Management Breakfast at the Lord’s Cricket Ground last week, Dynamic Transitions MD Judith Germain warned that the emergence of Generation Y is “spelling further trouble for organisations who continue to adopt a one size fits all approach to talent management”.

Addressing attendees at the exclusive breakfast event on 26^th June, Germain suggested that many of the most talent employees were likely to be selected for redundancy due to their perceived troublesome nature, when in fact, with the right management techniques, these individuals could become the top performers in the organisation.

Germain argued that Troublesome Talent® made up 20% of the top performers in an organisation, but accounted for 80% of the problems and urged attendees not to use redundancies to kick out the business’ best talent.

“The reality is that too many employees prefer to keep their head down and follow rules and procedures that don’t work simply because it is easier and acceptable to do so. Troublesome Talent® however, are prepared to stand up for what they believe in and will tell managers the flaws in the company’s policies and the issues they face. As a result, their employees are often singled out as trouble makers,” said Germain.

Germain revealed that whilst Troublesome Talent® had emerged in Generation X as people started to demand more flexible working and concentration on their individual desires, the emergence of Generation Y (Birth dates between 1980-1994) has meant that organisations need to re-examine their talent management techniques and adopt a more individualistic approach.

“Generation Y employees do not believe in the ‘9-5’ and are more focussed on themselves and their development. They are more likely to question authority and are more entrepreneurial and extrovert than their Generation X predecessors. Organisations need to realise that traditional command and control management techniques just will not work with them,” said Germain.

Germain founded Dynamic Transitions in 2005 and provides strategic mentoring for senior executives and business leaders and delivers innovative leadership programmes, leadership consultancy, training, coaching and mentoring to corporate clients. For more information visit www.developing-leadership.com

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Press Release: Maverick Dinner a success for Dynamic Transitions

Dynamic Transitions are celebrating their most successful event for budding entrepreneurs and business owners to date, after hosting an Exclusive Black Tie Dinner at the elegant La Pont de La Tour Restaurant, London.

The exclusive event, held on 5^th March 2008, brought together twelve ‘mavericks’ who were particular experts in their field and provided a relaxed environment for stimulating conversation, business awareness and advocacy.

Following a Champagne and Canapés reception, dinner was served in the Salon Privé, the restaurants exclusive Private Dining Room.

Attendees travelled from places as diverse as Devon and Lewes to attend and one guest delayed an important meeting in Germany until the next day to attend.

Another guest, Allison McSparron-Edwards, the MD of Consultrix, spent over £300 on expenses just to get to the event, but commented that it was “worth every penny it took to get here”.

The event was hosted by Dynamic Transitions, a leadership company specialising in working with Troublesome Talent® and improving leadership performance within organisations. The Maverick Black Tie Dinner was the latest in a number of Maverick Events for the Maverick Community whose membership comprises 120 entrepreneurs and business owners from across the country.

“Mavericks are wilfully independent, a characteristic which is found in many great leaders. In today’s competitive world, extraordinary results will not come from being ordinary” explains Judith Germain, founder of Dynamic Transitions and co-author of Amazon’s number 2 best seller ‘BusinessWise’.

“I am passionate about helping leaders and business owners draw out the positive aspects of maverick behaviour from within themselves and their teams and this is facilitated within the formal but relaxed environment of our Maverick Events” add Germain who also leads a number of online and offline communities where she enables the members to learn how to harness their talent to improve their business performance and productivity.

Maverick Events are by invitation only and are in extremely high demand. Entrepreneurs and business owners are warmly encouraged to contact Judith Germain (jude@dynamic-transitions.co.uk) if they would like to be considered for the next Maverick Event.

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