Business Leadership & Management Expert Media Comment

Business Boardroom Coaching Expert Available For Press And Broadcast Interviews

For Immediate Release September 2014

Boardroom executive coaching and management development expert Scott Watson, Managing Director of Summit Training, one of the UK’s leading human resources consultancies, is available for interview, both by the broadcast media and newspaper journalists.

Scott is an experienced commentator and acknowledged authority in developing emotionally intelligent leaders, managers and teams to boost their performance.

Topics upon which he is qualified to comment include: -

• Corporate leadership – the damage that poor management can inflict on an organisation
• Helping business leaders to navigate change more effectively and successfully
• Balancing technical competence with people leadership competence
• Advising business bosses on how to get the best from their employees
• Maximising performance, via team motivation, commitment and engagement
• How to turn around poorly performing teams
• Developing trustworthy leaders, who practice what they preach

He is available for broadcast and print commentary and interview on corporate leadership, governance, recruitment, motivation, trust, teamwork and general human resources matters.

His thought provoking commentary mixes important information, incisive observation and, where appropriate, an entertaining slant to create interesting commentary that viewers, readers and listeners can easily connect and resonate with.

Editor’s Notes: -

Scott Watson is founder and Director at corporate consultancy, Summit Training. Based in Yorkshire, Summit works internationally to help clients maximise performance through their people.

Clients include world-leading brands including DHL, Radisson BLU Hotels and Resorts, charities including Victim Support, Charities Aid Foundation and public sector organisations including NHS and Councils.

Scott Watson can be contacted directly via: -

Linkedin Profile: uk.linkedin.com/in/scottwatsonsummit/

Twitter: @TheScottWatson

Scott Watson Mobile: 07968 241 818

Recent Media Experience: -

BBC West Midlands – guest commentator on the BBC's sacking of presenter, David Lowe and the legal and HR implications for the organisation.

BBC Radio Leeds - breakfast show interview on how to manage redundancy more effectively and move your career forward.

Regional Print Press Around the UK – subjects include, dealing with stress in the workplace, poor corporate leadership, call centre customer service, and executive coaching. 

Daily Telegraph - how organisations can maximise their return on investment in management and leadership development training.

Press Information: -

Chris Shaw
Sure Media Relations
Telephone: - 01484 696 066
Mobile: - 07527 448 650
E-mail: - chris@suremediarelations.co.uk

Greetland Academy Governance Media Release

For Immediate Release – Media Interviews Available 

A former Academy school governor has launched a scathing attack on what he terms Greetland Academy's governing bodies dereliction of duty to the school, parents, staff and students.

Scott Watson's claims relate to what he alleges are breaches of professional standards, flawed decision making and blatant ignorance of good practice when it comes to leadership, management, recruitment and transparency.

Watson, the Managing Director of a human resources consultancy, resigned as a governor due to what he states were a sickening lack of professionalism and arrogance demonstrated by senior members of the governing body.

“If this is considered to be effective governance, acceptable practice and value for money leadership, surely something is very badly wrong,” he states.

“The Principal and relevant governors refuse to discuss the matter, evade reasonable questions and Ofsted are unable to investigate it because it is outside their remit. The opportunity for a cover up to conveniently brush these matters under the carpet is immense,” he explains.

Serious Allegations

Watson’s allegations against the school and its processes include:

• A gross dereliction of duty as a Governing body
• A betrayal of trust placed in them by the community 
• A failure of leadership to meet even basic professional standards
• A decision making process based on pure guesswork rather than technical competence

“I believe the absence of transparency is deliberate and that the leader and senior members of the governing body are absolutely determined to hide away from being held accountable.  The fact that the Principal is paid handsomely to be accountable doesn't even get a look in,” he states.

“Moreover, an absence of understanding of legislation and an ignorance of basic professional standards does not constitute effective leadership. It's like students marking their on homework and MP's approving their own expenses. It lacks transparency and unwillingness for independent scrutiny,” explains Watson.

Breaches of Legislation

“As an HR professional, I have identified several likely breaches of legislation re The Education Act, employment legislation regarding bullying and harassment as well as a possible instance of disability discrimination. As such, I will be calling for several resignations,” he comments.

“Due to the behaviour and decisions of specific members of the Governing body, the governing body collectively acts more like a secret society than a Governing body which should be serving the Greetland community. There has been a blatant attempt to bury the truth, distort the facts and simply spin their way out of a deep hole they dug themselves,” states Watson.

Ofsted Powerless

Ofsted has advised Watson that it cannot become involved in reviewing the complaint as it falls outside its legal remit.

“Ultimately, the Governing Body can do whatever it likes, without being held accountable. It’s a license to behave badly and even operate outside the law if it wishes to do so,” he concludes.

- Ends -

Editors Notes:

Scott Watson is available for broadcast and other news media interview by contacting Chris Shaw at Sure Media Relations.

• Watson met with his MP Craig Whittaker, sought expert guidance from a governance lawyer and from the Department of Education funded, Governorline to ensure complete understanding the issues. Governorline operates independently and provides expert guidance and advice to Governors.

• Due to the fact that making an official complaint about a Governing Body falls outside Ofsted’s legal responsibilities, the only way to have this matter investigated is by submitting a complaint to an Academy's Governing Body. In essence, the Governing Body would investigate all the matters itself.  Clearly issues relating to the governing bodies competence and willingness to objectively investigate these matters is a cause for serious concern.

• Watson was appointed as a Governor by parents in November 2011, with a remit to improve the quality of teaching, ensure accountability within the Governing Body and achieve transparency in the decision making process.

• During a meeting with the Principal and Chair of Curriculum and Staffing Committee, Watson was encouraged to make a formal complaint against a teacher. Prior to this, the Principal described the teacher’s appointment as 'regrettable'. 

Press Information:

Chris Shaw

Sure Media Relations

Telephone 01484 606 939

Mobile 07527 448 650

E-mail chris@suremediarelations.co.uk

NHS Whistleblowers will Improve Patient Care says HR Expert

Culture of ‘Self-Preservation’ Hinders Patient Care

A culture of self-preservation in the NHS is damaging patient welfare and emotional well-being, claims an HR expert with experience in working in the sector.

According to Summit Training Managing Director Scott Watson, junior staff in the NHS are reluctant to question flawed decision-making and to challenge the authority of more senior staff. And he argues that ‘self-preservation’ is seen as the key reason that more people fail to ‘blow the whistle’ on bad practices. 

What is needed, Watson argues, is a culture of candour, where staff can discuss issues and share good practices without fear for their jobs or loss of standing with their boss.

While targets are an important part of organisational life, they must be partnered with a very clear human focus to be of any genuine value. And this, he states, is where NHS Trusts and Government directives are failing to offer patient-centric care. Welcoming a practice of ‘whistleblowing’ would help expose these bad practices and promote more accountability and transparency with senior leaders and managers who are being trusted, expected and indeed paid, to do the right thing and maintain high standards.

“An example of this occurred recently at Leeds Teaching Hospitals NHS Trust, with a report stating that patients and families have suffered from a lack of basic kindness, compassion and care. The focus on providing a high level of patient care has been swept aside, in the rush to deliver targets,” states Watson.

“Technical competence and professional seniority do not automatically provide a medical practitioner with the vital qualities of empathy and emotional resilience.  These skills develop with practice and training, which a culture of candour would foster,” he adds.

More Whistleblowers Needed

Alongside technical and medicinal training, medical staff employed in a patient facing role should also undertake Emotional Intelligence skills training, states Watson.

“As well as improving and developing high trust relationships with worried patients, Emotional Intelligence skills will promote a culture of candour where staff, however junior, feel safe in speaking their truth to managers and in suggesting better processes and procedures. A very positive form of ‘whistleblowing’,” he states.

“Staff will also be better equipped to manage the inevitable stresses they will experience, as well as being better able to obtain more relevant, precise information from patients. This will enable them to reach better decisions on how to treat the individual,” concludes Watson.

How To Successfully Get An Upgrade On A Flight

Successfully negotiating an upgrade on a flight has become somewhat of a mystery.

The days of 'FREE' upgrades have all but vanished, and the published prices of flight upgrades can appear disproportionately expensive when compared to the Economy class flight tickets.

Due to the ever changing aviation legislation, and the fact that each airline providing an 'upgrade' is compelled to pay tax on the seat being used, the FREE upgrade is no longer viable.  But this certainly doesn't mean that you can't secure an upgrade at a fantastic price - way below the published prices.

Below, I've detailed the approaches I use (pretty successfully) to secure a flight upgrade when flying long haul.  I stress long haul purely due to the fact that short haul flights of up to 3 - 4 hours, the quality of service, comfort and actual value in terms of food and drink are rarely much greater value than economy.  All you benefit from is a slightly more palatable meal….and a curtain separating business class from economy.  Hardly worth additional expense!

Visit your airline's web site and check whether there is an option to upgrade your travel class and ticket following your purchase of an economy ticket.  Most major airlines have this facility available, even though many don't actively promote the service.  Why would they, unless they were really desperate to fill the more expensive seats?

Etihad for example has an online bidding facility.  You visit the upgrade page and then 'Blind Bid' for the upgrade.  Their upgrade page has a colourful bid chart which begins with red (for low bids) and culminates in a bright green (likely successful bids).  As you move your mouse from left to right, the likelihood of your bid being 'successful' is increased.  The key challenge for you, the consumer, with this highly visual gamble?  You have absolutely no idea whether your blind bid offer is being compared to other consumer's blind bids, or, whether the airline has set it's own, perhaps high cost, minimum reserve price.  The danger for you in using this blind bid approach is that, if you get so connected to wanting to fly business class, your emotions are quite possibly to take control over your credit card.  And that's NEVER a good idea!


So, my first tip is to steer clear of blind bid invitations from your airline!

Second tip.  Join their Frequent Flyer programme. Just possessing one of the airline's branded loyalty cards demonstrates a certain loyalty to their brand.

At Check-In

If check-in for your flight opens 3 hours prior to departure, arrive early so you are at, or very near, the front of the queue.  Why?  If the airline still has empty seats in a higher class a few hours before departure, they would much rather have somebody paying something to take the seat rather than nobody paying anything!  This is where your negotiating position is strengthened immensely.  But you need to do a few other things to boost your possibility of success!

Be Polite, Collaborative And Smile

Whatever time of day or night, check-in operators have likely had to deal with one or two awkward customers already.  And you don't want to be added to that list!

It's important that you are received as genuinely polite, collaborative and understanding of the pressures your check-in operator has had, is having or things s/he is going to experience with this flight's passengers.

When in line I'll often make a polite, light hearted comment to build some level of collaboration and co-operation with the check-in agent.  If I'm right at the front of the queue I'll approach him or her, smile and say 'Good morning.  We thought it best for you that you get the REALLY nice passengers first.'  This usually raises a smile or a chuckle from the check-in agent, who then suddenly becomes…a partner rather than a foe!  If I'm not first in line, I'll observe which check-in agent is smiling the most (good mood) and which appears to be having some grief from a passenger or two, and then target them as my check-in agent.  Why?

If a check-in agent is having a good day, you can add to it and stack even more positive emotions on him or her.  If s/he is having a tough day, you have a fantastic opportunity to help him or her step out of the negative emotional state, and smile.  You may not truly understand just how much a stressed check-in agent appreciates some light hearted banter, and to realise that s/he is not going to be your victim.  Step in to his or hers shoes when you've observed them having to deal with a high maintenance passenger.  I tend to use 'It looks like you had a tough time with Mr Nasty a moment ago.'  Wait for the response, which is usually raised eyebrows, pursed lips and then a deep breath in…and looong exhalation, and then say 'I promise you I will be completely, absolutely and very positively different.'  Smile as you do this, and you suddenly put him or her at complete ease.  And guess what.  They become extremely helpful towards you.  In the UK, act out the cub scout three finger promise which adds a little more drama, and which puts you in to a collaborative chat rather than adversarial fight.

NEVER, NEVER, NEVER…wearing expensive jewellery or exclusive branded clothing

Why not?  Well. you might feel comfortable wearing your Tag or Gucci watch which cost you £1,000 to £4,000 or the Paul Smith shirt which set you back a few hundred pounds, but what are you really doing?  You're weakening your negotiating position BECAUSE you are openly showing you like expensive treats.  Why would an airline, having spotted your expensive tastes, then wish to provide you with the best and lowest price upgrade?  THEY WOULDN'T!

Pop your posh watch in your pocket and wear a smart, but perhaps unbranded clothing and you're on your way to a good negotiation.

DON'T Ask For The 'Best Price'

What happens when you are wanting to buy a car from a showroom sales rep and you ask him or her 'What's your best price?'  They immediately evade answering your question and then disappear to speak with their boss (real or imaginary).  Then they return and want to negotiate upwards - in their favour.

Avoid this stand-off by asking a different, more collaborative question such as 'Please will you let me know what's the best price you have available for these seats…a price where I can enjoy a fabulous flight..and you can make a decent profit on my purchase?'

This very question is one that absolutely nobody will ask.  And your check-in agent will view your unique approach as a refreshing change.  You'll probably spot a smile on the check-in agent's face and develop a small level of trust, but lots of automatic collaboration and reciprocity.

Have your credit card ready and in view of your check-in agent at this point.  Demonstrating visually a willingness (but not eagerness) to pay for the upgrade does help you along.

Flinch...Like You've Never Flinched Before

When presented with the price of the upgrade, whatever the price and even if it is within your allocated budget, FLINCH.

What do I mean by 'flinch'?  A flinch is a visual method of demonstrating non acceptance and/or disapproval of the information you have just received.  Think of it this way.  When you were a young child and mis-behaved, did your mother ever just have to look at you with one eyebrow raised and tilt her head slightly to the side to communicate to you that you needed to stop what you were doing?  That's a flinch!

Basically what you are communicating to your check-in agent is that 'You'll have to do better than that if you want my cash'.  Remember, just because you can afford the initial price, doesn't necessarily mean you should pay it!  Flinch, and then wait patiently for a few seconds.  In a slightly uncomfortable silence, your check-in agent will do one of two things.

1.  Tell you that the price s/he quoted to you is the only price available. (and it may be of course)

2. Ask you how much above your budget the price is (and then you can begin negotiating)


Always Flinch.  Even if you feign surprise by raising your eyebrows or shock through startled looking eyes, do something! If your check-in agent says that the price quoted is the best s/he can offer, then it's over to you to make a decision.  But if s/he asks 'How does that price sound to you?', this is your opportunity to claim that the price quoted is however many hundreds of pounds or dollars above your budget, and then ask 'Can you do it for (name your price - which must be reasonable), and then be silent.  Why?

If you keep on talking you don't provide your check-in agent with the opportunity to think, or indeed respond.  And by not allowing silence, you may just be missing out on a better price.

Boost Your Negotiating Position With Travel Companions

If you are travelling alone, you can use the approaches above. And remember, a win-win outcome is the best outcome.  But if you have travelling companions, as I did on a recent trip to Abu Dhabi from Manchester, you are in an even stronger position to negotiate.

My wife and ten year old daughter were accompanying me on a mid-March holiday and they had no idea that I had researched upgrade prices on the airline's web site.  So, as check-in - we were first in line as we arrived rather early, I asked the check-in agent if she had any seats in business class available.  What was her likely immediate first thought? Quite possibly 'He's after something for nothing'.  But, as she was about to respond to my question with her own script and agenda, I interjected 'I'm not wanting a FREE upgrade, that's not win win.  I'm happy to pay for THREE seats IF the price is acceptable.'

Having already overheard two of this ladies colleagues discussing that the flight was full and there was a possibility of 'bumping' some passengers on to a later flight if all passengers booked on the flight actually turned up to check in, I then continued 'There's three passengers you won't need to bump if we can get this done now….and you may even be able to re-sell our economy seats too'.

Within just 180 seconds, the helpful check-in agent confirmed that indeed there were three seats available in business class for us to enjoy.  She then continued to advise us of the price (which was VERY acceptable) and that our seats were all on the same row and she was confident that we would all have a wonderful time.

Consider these points before you decide not to negotiate for an upgrade the next time you fly long-haul.

If you don't ask, they won't offer.

FREE is not win-win.  Allow the airline to make money from you - within a win-win dialogue.

Always smile, be genuinely pleasant and consider the check-in agent's pressures and position.

NEVER look so luxury branded that the check-in agent destroys your bargaining position.

ALWAYS use a flinch to demonstrate disappointment or shock with the price, and use this as a starting point to your negotiation.

Have your credit card in full sight of the check-in agent to demonstrate an intention to purchase - if the price is acceptable.

NEVER get so connected to securing the upgrade that you are so emotionally engaged that you can't walk away.  Disappointment is quickly overcome - your larger credit card bill may not be that easy!

Written by:
Scott Watson
http://www.SummitTraining.co.uk/

Former Greetland Academy Governor Takes School Complaint to Heart of Government

Former Greetland Academy Governor Takes School Complaint to

Heart of Government

For Immediate Release – Interviews Available 

At a time when Ofsted boss Sir Michael Wilshaw is calling for School Governors to be more accountable, one former West Yorkshire School Governor is taking the challenge to the heart of Government.

Scott Watson, a director of a Halifax–based HR consultancy and a former Governor of Greetland Academy, has highlighted alarming issues surrounding the appointment and effective management of teaching staff at the school.

According to Watson, the situation has been worsened by the Principal and Chair of Governors’ evasive behaviour to serious concerns he raised while serving as an elected member of the Governing Body.

Ofsted has advised Watson that it cannot become involved in reviewing the complaint as it falls outside its remit.

“Ultimately, the Governing Body can do what it likes. It’s a license to operate outside the law,” he claims.

"I was appointed as a Governor by parents in November 2011, with a remit to improve the quality of teaching, ensure accountability within the Governing Body and achieve transparency in the decision making process,” states Watson.

“My experience highlighted that the Principal and Chair of Governors were more concerned with paying lip service to the Government’s requirements, while presenting a façade to the community and stakeholders they are trusted to serve,” he adds.

"During a meeting with the Principal and Chair of Curriculum and Staffing Committee, I was encouraged to make a formal complaint against a teacher. Prior to this, the Principal described the teacher’s appointment as 'regrettable'. If the individual concerned was not performing to the required standard, why did the Governing Body waste two years?" explains Watson.

“Given my experience in the sector, it is abundantly clear to me that the incorrect interpretation of Government process has cost the school two years of wasted salary and benefits, as well as an incalculable lost opportunity to deliver effective teaching to students who deserve better, and whose parents understandably expect better,” states Watson.

“And now, Ofsted says it has no power to intervene in the failures of school Governing Bodies,” he concludes.

- Ends -

Editors Notes:

Scott Watson is available for broadcast media interview by contacting Chris Shaw at Sure Media Relations.

• Governorline is the Government's independent helpline for school Governors. While funded by the Department for Education, Governorline operates independently and provides expert guidance and advice to Governors.

• Due to the fact that making an official complaint about a Governing Body falls outside Ofsted’s legal responsibilities, the only way to have a matter investigated is by submitting a complaint to an Academy's Governing Body.

• In essence, the Governing Body would investigate itself.

Press Information:

Chris Shaw

Sure Media Relations

Telephone 01484 696 066

Mobile 07527 448 650

E-mail chris@suremediarelations.co.uk

How To Negotiate Far More Effectively And Not Get Caught Out Using 'Subject To'...

Managers Need Much More Than Passion To Truly Succeed

Premiership football club, Sunderland have just announced the sacking of colourful Manager, Paulo Di Canio.  No shock for many independent observers, somewhat of a relief for demanding fans who pay good money in a tough economic climate for some level of enjoyment and success, and no doubt viewed as unfair by m/any unions representing football managers.

With a dismal record of just three wins in his thirteen competitive games in charge of the team, Di Canio's record speaks for itself.  But there are several important factors to consider in this sensitive situation, such as:-

Was the Board's decision to appoint Di Canio as manager (after sacking Martin O' Neill) based on a successful track record, cultural fit, technical competence, or something else?  That something else being a passionate Italian accent, a 'Never give up' attitude, and some good PR?

Di Canio is most certainly passionate, and perhaps his Italian accent creates more impact than many of his (former) peers in the Premiership such as Tony Pulis at Stoke (who was fired as his board thought he had done all he could at the club), and Steve Bruce of Hull FC who, with his clearly north eastern accent, doesn't quite match the romance and passion, Di Canio's accent does.

Does a 'Fresh pair of eyes' really add so much value to a team who aren't 'succeeding' or achieving the success the financially driven board of directors and owner demand of them, or at least, hope for?  Not in this case at least.

Di Canio's reign at Sunderland was littered with public outbursts about his team's lack of passion, commitment and motivation.  Rather like former Hull FC's manager, Phil Brown's spat when his team were performing badly.  Brown is now famous, for all the wrong reasons, for not allowing his players to return to the dressing room at half-time.  Instead, he insisted they remain in the centre circle...to receive a right royal roasting from him!  Perhaps not the best motivator, or the best PR for a reasonably respected and successful manager. 

There is a time and a place for manager's to reprimand their team members.  My thoughts are - it's best done privately.  Why?  Because individuals make up teams and the 'one size fits all' approach to addressing poor or unacceptable performance has never worked in terms of adding value, and most likely never will.  But whether it is a football manager, call centre manager, customer service manager, or any otehr kind, the manager is paid, trusted and expected to deliver high quality results.  And this is where responsibility must be taken.

Di Canio is a fine example of a passionate, focused athlete.  But, as in business, being a great technician by no means guarantees that you will be a great manager. 








 

Spotting When You're Being Influenced To Make A Decision....NOW!

How often do people in business attempt to influence you?  Very often I expect as without influencing, nothing would get done and communication would not exist.

I absolutely love exploring how people influence each other, ethically and not so ethically too.  You've experience the charity 'chugger' who makes uses the town or city centre precinct as their stage to approach you in perhaps an overly friendly manner, in an effort to entice you to stop, listen, feel guilty about not supporting the charity s/he is 'representing', in the hope you will sign up for a monthly standing order to 'support' their charity.  What these 'chuggers' don't tell you is that they are employed by an agency which, if you sign up through their representative, take a commission of anything from 50 to 70% of your first year's 'donations'.  

OK, chuggers are an extreme case, but take a look at the content below which was an initial response from a conference exhibition sales representative following my enquiry about my company possibly exhibiting at a HR conference.

This email is by no means unethical, unprofessional or misleading.  Indeed, it is the exact opposite, and it's a pretty good effort to attract business and encourage me to make a decision to exhibit....NOW!

See for yourself what journey the sales representative takes me on.  Read through the complete email immediately below and have a think about the author's intention.  On the copy immediately below this original email, I've detailed my notes in italics so you can differentiate his and my comments.  Let's see if you and I are spotting the same things!

Many thanks for your enquiry. 

I have had a look at your website and the services that Summit offer would be ideally suited, and of interest to the senior level L&D decision makers that the exhibition delivers.

As you can imagine at this time of year the last remaining stands are being booked quite quickly now, we have approximately 5 remaining.

Price and size of stands are,

3m x 2m £2,322

4m x 2m £3,096

3m x 3m £3,483

4m x 3m £4,644

There is also two other costs that you would need to factor in,

Administration Fee £245 - This covers your for 3 main areas of insurance, Loss Damage & Theft, Cancellation & Abandonment and Public Liability Insurance to the value of £2million.

Registration Fee £270 - However this is refunded in full if the invoice is paid within 3 weeks. As we are are already within 3 weeks from the event and all invoices must be paid before the event we can literally ignore this cost.

I have attached a copy of this years brochure, media pack and floor plan. The floor plan isn't quite up to date with the bookings that have come in this week, but I can still accommodate various size stands that companies may wish to book.

Obviously I would be delighted to have you exhibit this year, but a question I would like to ask is, that bearing in mind the event is in 19 days, does that give you enough time to prepare to exhibit this year?

If you have any questions or queries don't hesitate to let me know and if you could let me know your thoughts I would really appreciate it.

Kind Regards

Copy With Scott's Comments

Many thanks for your enquiry. (not a good start as my name would have developed a more personal, less scattergun approach).

I have had a look at your website and the services that Summit offer would be ideally suited, and of interest to the senior level L&D decision makers that the exhibition delivers. (The author claims to have invested time in reviewing my web site to understand my company's offering, and yes, of course, my company's offering is 'ideally suited, and of interest' to his conference audience.  This is rather like you trying on an item of clothing in a store and the sales rep stating 'Oh, it really suits you'.  Not that they would ever state otherwise).

As you can imagine at this time of year the last remaining stands are being booked quite quickly now, we have approximately 5 remaining.  (Here, the author intends to place me in a visual thinking mode with 'As you can imagine' and then he uses the time of year and scarcity of time...time is running out, trick to understand that 'the last remaining stands are being booked quite quickly now' and 'we have approximately 5 remaining'.  Whether true, accurate or otherwise, the author is using the rule of scarcity to push me towards...NOT LOSING OUT ON THIS OPPORTUNITY.

Price and size of stands are,

3m x 2m £2,322

4m x 2m £3,096

3m x 3m £3,483

4m x 3m £4,644

Notice that the author has not stated that the prices are exclusive of VAT.  This serves to present the pricing as less expensive.  Bu then we go on to other costs to be factored in...

There is also two other costs that you would need to factor in,

Administration Fee £245 - This covers your for 3 main areas of insurance, Loss Damage & Theft, Cancellation & Abandonment and Public Liability Insurance to the value of £2million.  Such admin fees are similar to the charge you receive when using an ATM in some stores which charge you up to £1.99 for you benefiting from the convenience of using their service.  But my company for one has these insurances in place and this 'AdministrationFee' is perhaps being presented as a 'Compulsory Fee' rather than an optional fee.  But one question to ask if you were considering paying the fee is - just how much commission is the event organiser receiving on this income stream?  The author's hope is that exhibitors will simply pay it.

Registration Fee £270 - However this is refunded in full if the invoice is paid within 3 weeks. As we are are already within 3 weeks from the event and all invoices must be paid before the event we can literally ignore this cost.

I have attached a copy of this years brochure, media pack and floor plan. The floor plan isn't quite up to date with the bookings that have come in this week, but I can still accommodate various size stands that companies may wish to book.

Obviously I would be delighted to have you exhibit this year, but a question I would like to ask is, that bearing in mind the event is in 19 days, does that give you enough time to prepare to exhibit this year?   What a wonderfully soul searching question!  Beginning the question with 'BUT' and then accompanying it with a question to create uncertainty and again, scarcity.  The challenge the author experiences here though is that, until he asked the question about whether I was running out of time, I hadn't even considered the possibility.  As it happens, my team and I don't have enough time - so we're not exhibiting!

If you have any questions or queries don't hesitate to let me know and if you could let me know your thoughts I would really appreciate it.

Kind Regards

This email was sent to me 3 weeks ago, and just yesterday I received an email from the same author asking if I had made a decision on exhibiting.  What does this second message chasing business actually do?  it discredits the content of the author's first email which encouraged me not to lose out.

If you want to not just survive, but thrive as  a leader, business owner or entrepreneur, don't just accept what some people communicate to you as true, accurate or win-win.  Take time to dissect their communication and reflect on the consequences and implications of you choosing to make a decision based on their, perhaps self-serving communication.

When Will Jamie's Italian Learn That Bullying Customers Is Bad For Business?

What are your thoughts on tipping in restaurants?

Do you feel socially obligated to leave a tip following a decent meal which is accompanied by decent service?  Or, do you feel that you reserve the right to decide for yourself as to whether you would like to leave a few spare quid to the waiter or waitress?

Perhaps you and I are in the same boat here.  Personally, I prefer to leave a tip if a financial reward, in addition to the cost of the meal and refreshments has been earned by good food and at least 'good' service to match.  By 'good' I mean friendly, attentive and responsive service, and not 'Well it wasn't as bad as the last time' standard.

Now here's the thing for you and your organisation.  Do you really understand the impact your customer facing colleagues have on your trusting customers and/or end users?   And do you understand what impact, positive and negative, they are having on your organisation?  If you don't, it's a very precarious position to find yourself in, as you never know who will be so disappointed or frustrated by your quality of service that they never return to purchase your product or service.  And this (once again) is the challenge I experience on visits to Jamie's Italian, Leeds.

Bear in mind that Jamie Oliver is not just a chef, and a rather fantastic one at that, he is an entrepreneur.  An entrepreneur with stakeholders such as financial investors, employees and perhaps even his family.  But ultimately, Jamie Oliver is a national and international brand.  And as we've witnessed in recent years with the likes of some of the UK's biggest financial institutions and high street retailers, when a brand is damaged, sometimes it just never recovers.

Here's the challenge, the gripe, the complaint and feedback for Jamie and Jamie's Italian managers in Leeds.  

'Stop bullying diners in to leaving a tip.'

If you take a look at my previous blog post about this outlet, you will see just how abhorrent I feel the practice of underlining the wording on the bill which states that tips are not included in the price of your food and drink.  Not only is wording underlined, but some staff (who I expect have chosen to work at this outlet and not on a bare minimum wage), choose to *asterisk* the wording so as to draw the customers attention to their plight.  Their plight being extremely self-serving, unethical as well as downright unprofessional.

But as you'll notice from my previous blog post, the very same practice has been implemented by more than one member of the waiting staff.  What suspicion does this raise for you?  Is it one or two rogue waiting staff looking out for themselves, or, is this practice more of an organisational or management practice which the waiting staff are instructed to undertake?  Well, as you can see from the photo below, and the photo in the earlier post, there is a standard in place here.


The strange thing in all of this?  Even though I understand in quite some detail how (ethical) influencing works in a business and personal context, this disgraceful behaviour demonstrated by two of Jamie's Italian staff resulted in me feeling rather uncomfortable.  So uncomfortable in fact that on the first occasion I took the opportunity to express my concern and discomfort to a member of the management team in Leeds.  The strange thing about the incident this past weekend was, the lady serving us was absolutely first class.  So brilliant in fact, I mentioned her brilliance to the manager on duty.  So why does a hospitality 'professional' feel the need to get involved with trying to rip off diners?

Let's work out the maths on this activity.  You're a waiter and in one hour you look after seven tables of diners.  There are two diners on each table and each table of guests 'tips' you £2 each.  That's £14 straight in your pocket and I do wonder whether this income is declared to HMRC.  And over a seven hour shift at £14 per hour tips and excluding the hourly wage, that's a whopping £98 per shift.

If I lacked even a small amount of decency I'd pack up my running my own business and become a waiter at this outlet.  Well, just look at the income.  Wouldn't I be a fool not to?