Blogs | 1230 TWC - Part 7

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"I always feel inspired and refocused when I come to 1230 TWC"
Johanne Narayn


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RedShift Radio Interview 25th January

Just wanted to let you know that I will be on the radio next week talking about my book, BIRTH MADE EASY.

http://www.redshifthub.co.uk/programmes/health-and-healing

It will be a telephone interview of about 10 minutes. The radio is a web based radio station called RedShift Radio. You can listen in live by clicking the link on the web page.

I will be interviewed by Mumtaz Hussain.
Her show is on Wednesday 25th January from 12.00 – 2.00pm.

My interview will be at 12.20 or 1.20 if any of you are able to listen in.

 

An important question for 2012

How do you prevent your fingers, keyboard and mouse from being sticky as you snack on Twiglets as you work? Particularly when burning the midnight oil.

This was a topic touched on at a 1230 TWC meeting recently – amazing the number of suggestions which evolved – virtually a new business developed out of our thoughts! I think the champagne generously shared by a certain 1230 TWC Member could have added to the seriousness of the topic – not!

So what are your thoughts on this?

The wackiest, most innovative answer gets the prize of a FREE 1230 TWC meeting.

Answers please to meetings@1230 co.uk by Tuesday 10 January.

I’m back

Hi everyone it’s been a while , my last blog was about juggling life, well it got worse I have since had and am being treated for Breast Cancer, but this has not kept me down as over the last year

I have been studying Nutrition and weight management and have passed successfully. Nutrition has always been a keen interest of mine so now I have packed up the Jewellery and finished at Friction and am doing My nutrition full time. You can find me on facebook S.M.A.R.T nutrition and weight management. I am hoping to get to some more meetings now but Wednesdays are our as I work out of Haywards Heath at a gym.
Hope to see some of you on the circuit soon. x

7 Steps to Creating A Profitable and Performing Business Online

I’ve written a 37 page document packd with content on what to focus on, what to avoid, how to get focused results for your unique businss, and how to put you into your online marketing.

There is an accompanying video which is part of a series of 4 FREE Training videos…

A series of 4 Free video Trainings providing you with valuable time saving tips on creating a strategy for your social media and internet marketing, identifying your niche for marketing online, uncovering your unique strengths to create a personality brand and a secret weapon to take you ahead of the game!

If you’ve been to any of my taster session you’ll know that I’m passionate about helping you create a long term solution for your business online.

Use this link to register for FREE…

http://www.excelleratedsuccess.com

ANy questions then email me at Heather@Heatherbond.me

I am cross! – 1230 TWC North Wilts

I am so cross with myself for not taking some photos at yesterday’s 1230 TWC meeting!

Held in the lovely Orangery of The King’s Arms, it was a lively meeting with plenty of buzz and relationship building – also lovely Christmas goodies from Natalie, Sarah and Marian. Not to mention the “jokes” from crackers!

Lovely to meet everyone there in the capable hands of 1230 TWC Host Alex Morgan.

So good to have confirmed also the Social Media workshops to start January 2012 with Claire Turner and Michelle Field.

Note to self – next time, take photos of meeting and the lovely Malmesbury surroundings!

Posted by on 18/11/2011 11:01:35

The past is no guide to future performance

Mary is an established member of her team, with good social and professional relationships with her co-workers. Her boss has managed the unit with a fair degree of success (neither perfect nor imperfect), and everyone knows where the boundaries are and what is expected of them.
Boss moves on with fond farewells. New boss Sarah arrives, with her own way of doing things.

Mary feels put out by the changes, and wants to carry on working as before. She complains to colleagues about the changes, and starts to campaign with them that they should not implement them. She tells her colleagues that many of the changes are pointless and will not work, and she will not participate in them. When a colleague tells her “Sarah’s the boss, why not just do what she says?” Mary turns on her heel and laughs. Although Mary is a valued member of the team, her campaigning is making life very difficult for her new boss. The team is dividing into ‘pro Sarah’ and ‘pro Mary’ camps. Mary talks about “I was here first”, and “it worked well before”

Sarah was a very popular boss with her old team, and she is well liked by some of the new team. She is very approachable, regularly buys drinks for everyone in the pub, and is willing to bend the rules to help her team members, letting them go home early if needed. Standards are slipping a bit – the old boss was a stickler for detail, whereas Sarah is more of an overview person. No-one from outside would notice the difference, but old team members shrug their shoulders and pick up the slack. Sarah doesn’t seem to know.

Why is it we are so bad at change?

Planning for change, or accepting changes that are not planned, is something few us are willing or able to do.

Sarah went into a new team without a clear plan for how she would evaluate whether change was needed, communicate that change, implement it, and monitor it. She just did what worked well in her old team.

Mary did not expect any change except for the name of her boss. When faced with change she resisted it all.

If the team is lucky there will be a natural mediator on the team – one of those wonderful people who are the glue that really make the workplace work. We need someone to say to

Mary: “The boss is the boss. Unless it is dangerous, or illegal, it is her job to say what we do. If you think it is inefficient or there are better ways, have a quiet word with her and let her know, otherwise you need to do it.” And we need someone to feedback to Sarah that she is changing how things are done (she may not be aware of it), and that she needs a process for bringing people along with her and for dealing with Mary.

How many HR specialists does it take to change a light bulb?

That depends on whether you want to keep the light bulb.

Sarah could have a useful learning experience that will enhance her skills and make her next promotion easier, or she could struggle with Mary and slowly begin to fail – she could get stuck here. Mary may even accuse her of bullying, as Sarah repeats the same instructions over and over again and Mary gets progressively more isolated from her team.

Mary can learn how to handle change and difficult situations. Or she can campaign against her boss, and sooner or later she will find herself with no promotion prospects, and quite possibly no job. Mary can feel bitter that her lovely job was ‘stolen’ from her by this awful manager – an attitude that may affect her life at home as well as at work.

It’s not a big deal to help new managers put together a system of ‘raising the bar’ so that they can change the way a team works. It’s not such a big deal to help Mary (at an early stage) to work out the difference between changes she needs to give feedback on, and those that are not really something to worry about.

So where were HR when all this was happening? They were busy with other important things. They had not routinely touched base to see how this team functioned. Of course, when Mary claimed she was being bullied, and Sarah claimed she was totally unsupported by management, HR were all over the investigations like a rash. The hours of note taking and decision making meant they were then too busy to touch base with any of their other teams.

Is there a happy ending to this tale? Not really: Mary spent years resenting Sarah, and then transferred to another team. She is not regarded as a popular or successful team member, because she has kept up the habit of complaining about the boss and resisting all change. Sarah never got another promotion in the organisation. She stayed in post for a few years and then got a job outside. She started with her new team in the same way, and is now convinced that people are just awkward and you have to push them harder to get what you want. HR are still doing a lot of paperwork and taking a lot of notes at meetings with unhappy people. No change there then.

Employment law is where the rubber meets the road – where people problems become legal problems and the law intervenes. It can’t make Sarah a better manager, or Mary a more realistic employee. It can’t make an organisation introduce the small interventions that prevent this type of problem What employment law does do is penalise and sanction those organisations who get to tribunal after they haven’t done their part and a legal issue has arisen.

Of course if there are any ‘equality’ or ‘discrimination’ issues here, this turns into a nightmare scenario. Sarah picked on me because I am white, transsexual….. Even in unfair dismissal terms, the process of performance management can be a very long haul if it is started late and from an already-broken situation.

If there were no employment law and the organisation was free to act in any way, would that really solve this problem? To what extent is the very existence of employment law the problem?

To my thinking, employment law, if incorrectly applied, can be a complicating factor, but it’s never the problem itself. Giving long serving employees three warnings and an opportunity to change their behaviour doesn’t seem unreasonable. In this situation would you really want to walk in and just sack Sarah or Mary (or both)?

There is another complicating factor: in many organisations, both performance management programmes and warnings are often seen as the death knell for individuals – simply the start of an inevitable process of ‘managing someone out of the business’. We need to do something to change that – but that’s not an employment law issue, it’s a cultural one.

It’s not employment law that gives us difficult problems. The Sarah/Mary problem is one we get every day, and it has a relatively easy prevention plan, early on. But allow it to fester to the point when employment law becomes an issue, and then you are in for a more painful remedy.

Annabel Kaye is Managing Director of Irenicon Ltd, a specialist employment law consultancy.
Tel: 08452 303050 Fax: 08452 303060 Website: www.irenicon.co.uk
You can follow Annabel on Twitter – http://twitter.com/AnnabelKaye
Posted by on 18/11/2011 10:43:13

Balancing the Bump – Baby comes first, boss comes last?

Allie: Nurseries and friends are not always keen to have a sick child.
Get to understand the company policy and attitude to family-friendly working and time off should your child be unwell. Good communication and contingency plans are vital. Team work can also play a vital part if you have a hands-on job such as nursing or retail, where covering shifts for each other can be part of the solution.

Annabel: From a boss’s point of view, this can be a very frustrating time. One the one hand we all know how difficult it can be when someone at home, particularly a child, is ill. On the other hand, the boss has deadlines and workloads to balance, and needs to have some idea what is happening. There are a lot of imaginary ‘rights’ and imagined ‘no go’ areas.

Allie: A mother’s instinct is to be with her child. “My child comes first” is something all mothers think. However it is easy to confuse the child’s needs with your own, and end up deciding that you must be with your child at all times.

Annabel: One of the things that mystify me is that women who were keen to have equality and did not want to be discriminated against as mothers or potential mothers often respond to their child’s minor illnesses by saying “I must be there because I am a mother”. If you have a partner, your boss is going to want some understanding of why you are in the front line and not them. They have an equal right to time off for dependants leave, etc.

Allie: The type of jobs both parents have is a consideration. It may be that one parent has more work flexibility than the other so that person will take the ‘hit’.

Annabel: The legal situation is a long way from what most parents imagine are their ‘rights’. Employees are entitled to apply for unpaid dependants leave if they need to:
(a) provide assistance on an occasion when a dependant falls ill….
(b) make arrangements for the provision of care for a dependant who is ill…
(c) To deal with an incident involving their child at school

Allie: So what does providing assistance actually mean and how much time off can a parent take?

Annabel: The idea of dependants leave is that it is short term unpaid emergency leave. It is not designed to enable a parent to stay home and care for a sick child, so much as to arrange for the care. Not more than a couple of days are normally allowable

Allie: Not everyone can afford to take unpaid time off. The parent who earns the least is likely to be the person who takes the most unpaid dependants’ leave. Many women do take time off to take care of their children, saying that they themselves are sick. But this puts her in the position of lying in order to claim sick pay – which is a sacking offence for most employers.

Annabel: Most employers struggle with covering sick leave as well as dependants’ leave. Very few organisations have enough staff to cope well when a few are absent. Depending on what your job is, you may want to talk to your boss about temporarily changing your hours of work (so you and a partner can share looking after a sick child), working from home (but be clear about when you are working and when you are looking after your child), making up the hours later (a form of flexi time), or even using some of your annual leave.

Do you have a query that you’d like Allie or Annabel to answer? Follow this link and post your question for them – http://balancingthebump.com/contact/
Posted by on 18/11/2011 10:38:22

Balancing the Bump – Successful Juggling

Annabel: One of the most difficult things about being a working parent is juggling your commitments. For some people this turns into a nightmare combination of deadlines and stress that puts their health and jobs at risk. But unreliable staff makes things very difficult for a boss. However sympathetic your employer may be, the business has a job that needs to be done.

Allie: If we are going to have achievable goals and reduce stress, we need to learn good time management skills and to make realistic commitments.

Annabel: In a lot of organisations the men and women who climb the corporate ladder are working really long hours and are available to their company 24 hours a day 7 days a week. Many new parents are at a time in their lives when they simply do not want to do this. Some take the opportunity to move into jobs that are less consuming, so that they can have better work-life balance.

Allie: When you reduce your hours, you need to agree with your boss (in writing) what your new role and responsibilities will be. Play your part in ensuring that your boss has realistic expectations of what can be achieved in your reduced timetable, and don’t over-commit in the job description.

Annabel: Statistics show that women do well at equal opportunity until the children come along, and then they fall behind. It may be that motherhood, rather than gender is what makes the difference. There is an enormous difference between what the most family friendly organisation can do, and the worst. Check out http://www.topemployersforworkingfamilies.org.uk and look at last year’s winners and this year’s shortlist.

Allie: Working parents often feel excluded from opportunities for promotion or high visibility projects because they are not in the pub or round the coffee machine when people are talking about what might happen. You need a strategy to overcome this. Allocate some work socialising in your time management plan. And make sure, in your appraisals, that your manager knows you have not given up on getting ahead.

Annabel: There is no specific protection for working parents. Whilst the Equality Act and its predecessors provide protection for women where a requirement such as full time working is something they are less likely to be able to comply with, or part time workers (regardless of gender), there is no overall right to prioritise your family and hold down a high powered job. For many parents, the arrival of children is a time when they have to work out how to maximise their income and yet provide for children. Usually, the highest earner continues and the lower seeks flexible working or alternatives. Women still earn on average 80% of what men earn, so often it is the woman whose career suffers. For some women this is a great opportunity to spend time with their children and enjoy family life, but for others this can be a difficult sacrifice to make.

Do you have a query that you’d like Allie or Annabel to answer? Follow this link and post your question for them – http://balancingthebump.com/contact/
Posted by on 18/11/2011 10:37:18

My November challenge – From Concept to Product Launch in 30 Days – Day 1

Each day from now (10th November 2011) Until 10th December 2011, I will post an additional blog of my activities in putting together, creating the product and marketing an online product launch.

I’m going to be honest and frank and report my successes, my temporary challenges, my learnings, my growth, my frustrations and exhilaration as I build and launch a product.
The Concept

The idea is to launch an online product, related to NLP/success, which will sell for around £67. Right now I have not defined or outlined the product. This is a fresh, blank canvass idea.

Why am I doing this and sharing it with you?

I am making this very public as following through to completion on a product has become one of my personal challenges. I absolutely know there are some limiting beliefs and values conflicts which get me close to completing something and then I go into sabotage mode and manifest some very creative stuff for not completing.

I am so aware that this has manifestd big time since my partner’s death and ‘I think I should’ have worked out what my unconscious clearly wants me to see by now.

Though I have done some work, I acknowldge that I haven’t quite cleared it as I have recognised the seeds of self sabotage sprouting in the last couple of days when some amazing opportunitis have arisen.

From a self-coaching and clearing perspective I’m working on this daily for the next 30 days too.
I’m Very Tired of Being Here

Have you ever had that feeling?

This issue has really bottomed out for me now and I really want to move forward and let it go.

I have trained for two years to put this in to practice. I have all of the skills, knowledge and technical know how. The only thing that has stopped me is me.

Completing this exercise will be life changing for me in many ways, so I hope you’ll join me and support me on this journey.

So where do I begin? – with the end in mind

The Goal

It is the 10th December 2011 and I am looking at the stats results for my NLP caffeine product launch. From a zero starting point 30 days ago I have sold ten plus units of an online product that I have created, marketed and sold online. I have utilised direct response marketing, social media, blog, video promotion, and affiliate marketing in my online marketing strategy and I have measurable feedback from each step in my campaign as well as a blue print for future campaigns. I am so thrilled with myself and excited about the next part of the campaign.

First Steps

So what are the first few things that I should do?

Decide and define my niche and audience
Clearly identify their issues, problems and what they are looking for, what do they want?
Decide how my NLP related solution could resolve those issues, offer value beyond expectations – what do they get?
Decide what bonus products I can and want to offer.
What Guarantee will I offer
Price points
Plan out the product away from the computer – I already have a product planning Blue print and marketing blue print. It includes some basic stuff such as
Type of product
Prices
Flow of delivery
Automation
One-to-one involvement
The story
High level launch plan – decide strategy
Decide key dates and milestones
Lower level funnel and detail plan

By When?

My aim is to have identified niche/audience, their problem and solution (product idea) by the end of tomorrow and to report that in my new blog.
Your Personal Invitation

If you would like to join me on my daily journey please email me at heather@heatherbond.me and I will send you the link to the blog.
Or you can request to join this group on Facebook
30 Day Product Launch Challenge

And yes that does mean I’ll be hosting 2 blogs for the next 30 days – aren’t you lucky to have free access to such valuable content (I really have and am trainng with the best) 🙂

I look forward to meeting you at the new blog site or group page. Wish me luck!

Posted by on 11/11/2011 08:36:09

My Book Launch Success

Just wanted to say thank you to those who attended my Book Launch BIRTH MADE EASY and especially to Jackie Groundsell and Clare Parker. It was so lovely to see you there and to have you supporting me!

Waterstones, Croydon sold 37 books on the day and so they are going to keep 5 copies in store. I am thrilled.

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