Success Is Just Failure With Extra Steps

I know what you’re thinking.

The title of this blog sounds like one of those wishy-washy memes that are shared a gazillion times on social media.

On its own, such a statement won’t (or, at least, shouldn’t) cut it for business leaders. If something is going or has gone wrong, the Sean Bean tea advert approach – “Do it for Yorkshire!” – is likely to be met with a sea of slightly bemused faces.

Now, if someone could tell you what one of those ‘extra steps’ were, that would be different. That would be real gold dust.

Well, we are very generous here at Impellus, so read on…

What is failure?

There could be many definitions of ‘failure’ within business – from a project not being delivered on schedule due to flawed estimates, to the complete collapse of the company.

Fortunately, in business we almost always deal with failures at the lower end of this scale. What can we do, then, to help turn these types of failures into successes?

Learn lessons

I mentioned projects above, and there isn’t a better place to look for advice on failure; a very large percentage of projects fail.

Looking at business through a wide lens, learning lessons is, in my opinion, the most important part of any project or undertaking.

In PRINCE2 (a project management methodology), for instance, lessons are regarded as so important that ‘Learn from experience’ is one of its seven guiding principles.

PRINCE2 Practitioners use the many tools available to them to look for, record (in a lessons log) and act on lessons from the start until the end of a project.

Each lesson could be something that might be useful for a current distressed project, perhaps via a particular corrective action, or indeed any project that may happen in the future.

Leave ego at the door

Unless you have a battle-hardened project team, progress reviews and lessons learned meetings can also take a great deal of bravery – especially when things are going or have gone wrong.

An environment where everyone feels able to suggest constructive improvements without fear of retribution, especially from those higher in the food chain, is unfortunately rare.

But if this environment is not there, a crucial trick is being missed.

As long as there is no blame being attributed and any comments are truly constructive, if any member of the team is averse to being challenged in this way to test their current thinking then they are unlikely to be able to help deliver the meaningful continuous improvements that any business needs to excel.

The gold dust

Believe it or not, though, none of the above tips alone will deliver the gold dust I promised.

Even the most constructive meeting or most extensive lessons log can ultimately prove worthless. It cannot decide what to do next. It cannot generate a lessons report that will make necessary change happen. It’s just information.

Yes, as most of you have probably guessed by now, you and your team are the gold dust. Which sounds like a good title for another meme…


Written by Darren Ward – Management & Leadership Assessor


Impellus is a UK-wide provider of management, leadership and core commercial skills training. See our relevant courses:

Management & Leadership Skills

ILM Courses in Leadership & Management

Commercial & Professional Skills Training

January Doesn’t Need To Be All About The Blues

January, a month of Mondays.

You could well be low on money and feeling the effects of overindulgence at Christmas – add in the return to work and this can be an incredibly difficult time of year. But it doesn’t need to be that way.

It’s a new year, a fresh start, a time to make some changes that will have a positive effect. I’m not talking about that gym membership you will “definitely” use three times a week or that new diet you are going to stick to this year.

I’m talking about small changes at work that you can easily commit too and stick with that will make a real difference.

First things first…

Tidy up and organise your workspace.

Whether you are back in the office or working from home, this small change can make a huge difference.

You will be sat there for more or less 8 hours per day so make sure your space is comfortable and welcoming. Add a personal touch, a plant or a picture of the family, something that will make you smile.

Consider your workload planning.

You may well have come back to a mountain of work and an email inbox packed full of unread emails. Have a realistic plan of how to tackle this.

Maybe it’s best for you to tackle all of the small tasks first so you can tick things off your to-do list, or it might be best to get straight into that big project that’s waiting.

Plan in the way that’s best for you to achieve your workplace goals.

Be kind to yourself.

Following on from the last point, being kind to yourself is crucial.

Don’t make unrealistic to-do lists – this may leave you focusing on the few things you didn’t achieve that day instead of the many that you did.

Chaos will find you in the workplace so don’t forget to build some spare time into your workdays. On the unlikely occasion nothing comes up, that unallocated time allows you to get ahead of your plan.

Finally, try and remain…

Upbeat and positive.

It can be difficult especially at this time of year, but use positive language and focus on the good things.

If you are starting to feel a bit low, stand up and stretch your legs. Get some fresh air if you can – it will make a difference.


January doesn’t have to be all about the blues. Keep the positives in mind and commit to small changes that make a difference. 2022 could be the year that it all falls into place!


Written by David James – Management, Leadership & Commercial Skills Trainer


Impellus is a UK-wide provider of management, leadership and core commercial skills training. See our relevant courses:

Management & Leadership Skills

ILM Courses in Leadership & Management

Commercial & Professional Skills Training

The Psychology Behind Micromanagement

Ever found yourself in an environment where you feel like you are always being watched? Like someone is constantly looking over your shoulder?

Many of us we will have, at some point, worked for a manager who micromanages.

Micromanagement is a style of management whereby a manager closely observes or controls the work of their employees. Rather than delegating tasks and offering opportunities for advancement and growth, a micromanager will provide frequent criticism and exert power over their staff. Sound familiar?

So my question is, why do they act this way? Why have they developed this particular set of skills?

Many would argue that it’s a lack of leadership training, where maybe a business hasn’t invested enough to ensure its leaders have the necessary skills. Others would say that not everyone is born to be a leader, and some will just never have the right leadership skills needed to successfully lead a team.

Personally, I think there is a lot more in the psychology of micromanagement.

With all our behaviours in life there is usually a reason behind why we adopt them – there is positive intent.

It might be a learnt behaviour from a parent figure about how to act in society, such as not eating with your mouth full. It may also be copied behaviours from peers, so we fit in

Often, we display particular behaviours to protect ourselves or others. Some of our behaviours will also be to help us get something we want, in the form of a tantrum or an argument.

Therefore, whether we agree or not there are several reasons behind the behaviours of a micromanager.

Here are a few:


  • Their own insecurities – many managers feel incompetent in their roles and therefore will project their own sense of incompetence onto the employee, through undermining their own autonomy and self-worth. This is most common with employees who are performing well and managers begin to see these achievements as a threat to their own self worth
  • Fear of losing control – as some managers rise through the ranks and become more distant from the actual work they can become more obsessive about getting as much information as possible. They will begin to obsess about knowing small meaningless details and expect frequent sign-offs of work. This will help them gain the control they miss. For many people, control is a stress response, and when managers are under pressure they will increase their controlling behaviour as a way of managing their own anxiety
  • A toxic hierarchy – some micromanagers experience intense pressure from their line managers which ultimately leads to a fearful and anxious environment. The manager may be fearful of the leadership team and be under pressure to deliver on impossible budgets or targets. This then causes anxiety which is cascaded throughout the organisation and will affect how the managers behaves


Next time you encounter someone who micromanages, just remember there is intent behind their actions. There are reasons behind their behaviours. If this is you, then think about the impact it could be having on your team and the destruction that it could be causing.

Leadership is about creating and setting the right environment where we enable our staff to grow and develop. To be effective leaders we must trust that our staff will deliver and empower them to make decisions on their own.

So, make it your New Year’s resolution to ensure your working environment, and leadership, is as inspirational as it can be.


Written by Alison Ibrahim – Senior Management, Leadership & Commercial Skills Trainer


Impellus is a UK-wide provider of management, leadership and core commercial skills training. See our relevant courses:

Management & Leadership Skills

ILM Courses in Leadership & Management

Commercial & Professional Skills Training

As Another Year Draws to a Close…

Another year draws to a close…

…and with a fresh new one just around the corner, the final days of December are the perfect time to reflect on the past 12 months and everything that you’ve achieved this year. I’d strongly encourage you to do so.

There’s a tendency at this time of year to focus a lot of our time, attention, and efforts on New Year’s resolutions, but it’s also important to spend a bit of time looking backwards and reflecting on the successes of the year just gone, particularly given the turbulence and upheaval that continues around us.

If you cast your mind back to the very start of the year, how different did things look for you back then? Perhaps you were in a different role, perhaps even at a different organisation entirely? Or maybe, for better or worse, you’re in a very similar situation now as then. But I’ll bet that you’ve achieved more than you imagine.

Maybe you’ve managed to improve your work-life balance? Maybe you’ve confronted a problem that was holding you back? Perhaps you’ve met some inspiring new people along the way? Whatever it may be, celebrate it. Be proud of your achievements this year, and use them as the grounding for even more success next year.

At Impellus, we’ve made a number of big leaps forward this past year. We introduced our new Process, Questions, Objections, Value course to our portfolio, we’ve made it easier for our customers to manage their own accounts and bookings through the Impellus Business Centre, we’ve welcomed many fantastic new members of staff to our team. We’ve even managed to set the ball rolling on several exciting new projects for 2022.

So with that in mind, I’d like to take this opportunity to wish all of our customers, suppliers, staff and their families a well-earned break over the festive period.

We’ll be closing for the Christmas break on the 22nd December at 13:00, and will re-open for the New Year on Tuesday, 4th January 2022. We very much look forward to working with you next year.


Written by Daniel Bailey – Operations Manager


Impellus is a UK-wide provider of management, leadership and core commercial skills training. See our relevant courses:

Management & Leadership Skills

ILM Courses in Leadership & Management

Commercial & Professional Skills Training

Impellus Christmas opening 2021

Our staff are away over Christmas although the Impellus Business Centre is open for clients all day every day as normal.

Please note that we’ll be closed from 12:00pm on Wednesday 22nd December through until 12:00pm on Tuesday 4th January 2022.


Clients with access to an account through the Impellus Business Centre can still access this to:

  • Make authorised bookings
  • Complete assessments towards qualifications
  • Check account details and learner progress


If you wish to leave messages for members of staff over the Christmas break, we’d recommend sending messages via email. Thank you.

We wish you all a very merry, peaceful and safe Christmas, and look forward to picking up with you in the New Year.


(Thank you to Charles Baker for the use of his wonderful photo of St Albans in the snow)

6 Tips on Creating the Perfect Brief

So, you have a task, and you can’t do it yourself.

You’re busy, you’re a leader – you need to delegate.

Whether you’re delegating to a team member, or hiring an external expert, you’ll need to make sure the person doing the work understands what you want, when you want it, and most importantly, why you want it.

Lets start there.


  1. Be clear on the desired outcomes

Why does this project need to happen?

Have you tried something like this before? If so, why didn’t it work?

Reflect on what your objective and expectations are. Without knowing your endgame, you won’t be able to articulate your project to the people you’ve hired to actually execute the thing.

The results you want to achieve need to be clear, or else the person doing the work will not understand what they’re aiming for.

We all struggle sometimes to express ourselves – sometimes we don’t know what to say at all, and sometimes we do, but don’t know how to say it clearly.


  1. Consider audience knowledge

Who are you targeting with your new project? Is your brief a message for an entire team, or just one person? Do you need to explain the project to a whole management team?

How much knowledge do they have on the subject already? Try to avoid the common ‘curse of knowledge’ conundrum, and never assume that everyone knows as much as you do on a topic.

With this in mind, you should try and be as specific as possible when writing your brief.

Personally, I often see myself putting more information than necessary into briefs.

Time and time again, I’ve sent emails that almost literally spell out tasks to my colleagues. It might take a bit longer, but including all the information you have can save you a lot of time down the line.


  1. Listen to feedback

Following on from the above, it would be prudent of you to listen to your colleagues’ feedback. All stakeholders involved will have an opinion, whether they express it or not.

The key here? Ask them.

Ask the people you’re delegating the work to, whether they have any ideas to improve your project. If they can think of (and prove) a better way to do something, let your pride out of the window and listen to them.

This particular leadership skill is priceless for two reasons. It will open avenues you might not have considered, and it will increase motivation within your staff.

We all like being listened to.


  1. The ‘WHY’ – does it fit with your strategy?

So, you have an idea.

Whether it is a genius new marketing campaign, an innovative HR initiative, or you just want to get those posh biscuits into the meeting room, you need to make sure you know why you’re embarking on this great adventure.

Will the marketing campaign reach your target audience and bring in new leads? Does the new HR tool save your employees time booking holidays or sending emails? Do the biscuits really taste as gorgeous as you remember them being?

There is no point wasting time on something that doesn’t support the development of your organisation. As a business owner or leader, you should already be used to considering your professional values before making any decision.

If your project does not support your organisations short- or long-term goals, it is not worth doing.


  1. Show some examples

Now, this isn’t always possible. But in our manic business climate, it’s fairly safe to say that most of your ideas… Have been done before.

This doesn’t make them useless – in fact, the opposite is likely true. If another organisation in your industry has tried something before, they must have seen enough value in it to invest time and money into completing that project.

If you’re trying something new internally, try to find examples of other companies doing similar things. See if they had any obvious, tangible success with their project.

If your idea is truly brand new, then make sure you highlight the potential risks associated with it. How will your organisation’s audience react to it?

This exercise has been called an ‘acid test’, and it will help you decide whether your project idea is worth your time.

As a business leader, you should be aware any obstacles that could stand in your way. Seeing what other people have done can be huge here.

Even if your idea has been done before, learn from it and do it better.


  1. Know how you’ll track results

Let’s say your brief is written well, you’ve addressed all of the above points, and you’ve communicated your goals as clearly as possible to your stakeholders.

How will you track the performance of your new project?

There’s no point doing something unless you can prove it has benefitted your organisation.

Make sure you will have access to the data needed to support your project – whether it is the click-through-rate of a marketing email, engagement/traffic from social media or web content, or feedback from surveys, have something tangible to look at your results with.

Remember, even failure has value – if one of your initiatives falls flat on it’s face, consider it a learning curve. You now know what works and what doesn’t.


  1. (BONUS TIP) Include your brand values

This tip is mainly for when you’re creating briefs for external experts. If you’re hiring someone from outside your company to perform a task, it is essential that you include background information about your organisation.

External teams will almost certainly be handling several client projects at the same time, so they’ll need to know as much as possible.

No, I don’t just mean copy and paste the URL to your ‘About Us’ page. Rather, you should tailor your brand introduction to the project you’re paying them to do.

Write a few general sentences about your company and your values, and then a paragraph on why these have values led you to the project at hand.


So, there you have it.

Project management is a huge part of running or managing a business. No one is born with leadership skills – they’re learnt, through trial, error, and understanding fundamental principles.

Writing briefs can be difficult, but if you follow these steps, your next project will be a winner.


Written by John Davis – Marketing Executive


Impellus is a UK-wide provider of management, leadership and core commercial skills training. See our relevant courses:

Management & Leadership Skills

ILM Courses in Leadership & Management

Commercial & Professional Skills Training

5 Tips for Becoming a Better Leader

At the time of writing, wearing a mask in shops in England has become compulsory again.

How long for? Who knows.

What effect will this have on the footfall in those shops? Who knows.

Amazingly, because such things have become commonplace over the past two years, there has been barely a whisper in response from the businesses who will be affected.

Aside, perhaps, from the World War II years, there has never been a more unpredictable time to be a leader in the business world. From CEOs of multinationals to managers of small departments, the global pandemic has resulted in many leaders tearing up their carefully crafted plans and rewriting them overnight.

Dealing with this level of uncertainty is scary stuff. Many businesses – large and small – have fallen. Many have soared. Leadership will have made a significant contribution either way.

COVID-19 has not finished with businesses yet. There will be more unexpected effects and pivots to come, along with more casualties and more success stories. Here are five short tips to help you survive and thrive as a leader:

1. Stay alive

An oldie but a goodie. It is very tempting during a pandemic for leaders to double down and work ridiculous hours – to make up for that staff member that had to be let go, maybe, or to try to get that extra order because sales are down this month.

If it doesn’t kill you, at the very least lack of adequate R & R will result in tired decisions, irritability, etc. In short, nothing conducive to good leadership.

2. Learn as much as you can about situational leadership

Here at Impellus, as anyone who has taken our Leadership Skills Development course will know, we are big fans of the situational leadership model, first introduced as a concept by Hersey and Blanchard back in 1969.

This model takes into account employees’ competence and commitment and is a highly effective approach that has been tried and tested over decades.

Many experts agree that it is invaluable in unpredictable times, largely due to the speed and scale of change that often needs to happen within organisations.

3. Don’t be the smartest ass in the room

This is an extension of the above two points really. As a leader, understand that you don’t have to know more than everyone about every topic in your workplace to be a good leader.

Instead, make it your place to learn about, respect and tap into the experience and knowledge of your team. If someone already has a mental mine of nuggets that can only be gained from years of experience at the coalface, it would be the very definition of insanity to pick up a shovel yourself, especially during periods of uncertainty and change, when time is a luxury.

Poor leadership? You bet.

4. Put talk before tools

Change will almost certainly be necessary during a pandemic. However, as the Agile Manifesto recognises, individuals and interactions should come before processes and tools.

I could list dozens of project tools that will help greatly with change management. At the end of the day, though, it is whether your people commit to the journey and the changes ahead or not that will ultimately determine whether the desired outcome is achieved.

5. Understand that you are never the finished product

Continuous improvement is the key. Don’t be afraid to ask other people what you do well/less well with regards to your leadership behaviours, and tweak if necessary. Yes, especially during a pandemic.

John F. Kennedy once said: “The Chinese use two brush strokes to write the word crisis – one brush stroke stands for danger; the other for opportunity.” Apparently this is not an entirely accurate translation, but I like the sentiment. Don’t miss this opportunity to become a better leader.


Written by Darren Ward – Management & Leadership Assessor


Top 10 Ways for Managers to Create a Positive Working Environment

How do I create a positive working environment…

…is a question that we tackle frequently across many of our management training courses. So, here’s a quick guide for managers and leaders who need to get their teams firing.


First of all – let’s qualify what a ‘positive working environment’ is.

Phrases such as these can be interpreted very differently. It simply means an appropriate environment in which people feel capable of working the job they’ve signed up for. You should interpret that how you wish depending on your organisation, which takes us nicely to:


1: As a manager it’s down to you to determine ‘positive working environment’

What do you want it to be like working for you as a manager? Creating a positive working environment means allowing people to get from their roles enough for them to want to do it, and do it with pride. Every workplace and team will be different but respect, trust, enjoyment and meeting of personal wants make up the basis.

For a manager to be a good leader it’s imperative that they understand the power that creating a positive workplace environment can deliver to all stakeholders.


2: Understand how culture makes a manager’s life easier

If you run a nightclub, sales office or a mortuary you can imagine that workplace cultures might be wildly different. But not all organisations in the same industry are the same to work in. Not all teams within the same organisation, doing the same thing, are the same.

There’s something there that tells people what it means to be there. What it’s like to be there, and how to behave.

This is culture and it always exists – you can’t not have one.

The skilled manager knows that building a positive workplace environment is about building the right culture. Hard to do, but ultimately the most powerful tool in the manager’s armoury, as once in place it becomes difficult to shift.

Thus, a positive culture sticks.


3: Understand how to praise

The number of managers who miss this baffles us every day. Praise is simple and generates repeat behaviour. A simple ‘good work on that’ in the right place makes people feel positive about their impact and helps to create the culture. There are so many ways to do it, it’s almost always free, and it creates a highly positive culture.


4: Money doesn’t work

Money does not necessarily add to positivity. Anyone who hates their well-paid job will tell you that. It simply means people will stick out their job with minimal effort a little bit longer than they might have.

Of course getting pay right is important and in sales teams in particular it can help motivate and create a culture. But that’s different to creating a positive environment.

As a manager you have to ask yourself whether you really want an over-paid, under-motivated person – or people – in your team, and whether that will really create a positive working environment for your organisation.


5: Cooperation and competition

How are your people encouraged to co-operate? How do you create gentle competition?

These are both great motivators and help teams to pull together and keep on track with their goals and targets. A manager can create a strong workplace culture by using these basic human factors in the right places at the right times.


6: Empowerment

Leading on from point five, giving your team responsibilities also encourages people to work happily. If people feel trusted and respected enough to get on with their jobs as well as possible – as defined by you – then they’re far more likely to be happy in their work.


7: Constant communication

Your job as a manager is to be clear about what you want done, the challenges ahead, how the team needs to work and what changes or issues might be ahead.

Without your constant communication you forego your leadership and allow mission creep and leadership vacuums to arise. Both of these can destroy a working environment.


8: Banter

Banter is great. Mostly. But banter can be harmful enough to land you in court with a very, very big bill and your reputation in tatters.

Office banter is one of the biggest challenges for managers, and don’t confuse this for some modern, ‘woke’ challenge. It always was.

If you want to keep a positive working culture you need to ensure your team can laugh together but understand the boundaries and culture of your workplace, not just your legal obligations.

Even putting the law to one side, if banter goes too far you can lose key team members, your culture, your results and your owning standing.


9: Rely on the maths

So often managers say they don’t have time to engage their people and work on culture.

In saying this they entirely strip away their ability to go on and be outstanding people managers. And yet the maths almost always tell you how little time is actually needed.

If you work out how much time you need to put into ‘leadership’ activities such as team meetings, 1-2-1s, praising or mentoring, and then consider what that gives you back in terms of added work done or jobs delegated, it’s almost always a return on your time investment which pays back quickly and thoroughly.


10: Value leadership

All of which then means you should value the agency that being a leader gives you. If you understand that you have it in your power to shape up your team and work on that – however difficult it seems some days – you will ultimately build a positive workplace culture which means that your people enjoy their work that little bit more. They’ll share their ideas and work together more readily. And ultimately you all achieve more with fewer problems.


Isn’t that how it’s supposed to be done?


Written by Jon Dean – Managing Director


Impellus is a UK-wide provider of management, leadership and core commercial skills training. See our relevant courses:

Management & Leadership Skills

ILM Courses in Leadership & Management

Commercial & Professional Skills Training

I don’t mean to be a PEST…

I don’t mean to be a PEST, but are you thinking strategically?

Do we truly know what strategy is all about, or are we making decisions based on hunch and gut feeling?

Do we spend time looking out the windows to truly understand what is going on in the world around us?

Do we spend the time to analyse and think things through? Or do we just say, “Oh let’s just go for it!”

Good strategy is vital to the success of any organisation

Time needs to be set aside regularly to ensure you are thinking strategically in every decision that needs to be made.

There are a number of models out there that help us, as leaders and managers, to analyse external factors that could be influencing our organisation.

By analysing these external factors, it can help give us a good insight into what is going on in the world around us.

Knowing what’s going on around us now and the impact it may have on our organisation is an important step in our strategic thinking, but we also need to be very aware of what might be coming.

Too often organisations focus on the here and now and don’t spend the time to think about what might be coming in the future.

A great example is a PEST analysis which is a simple framework to help leaders and managers understand the wider business environment and anticipate future business threats. The acronym stands for:

P – Political

When is the next election? What impact will a change of government have on your organisation?

E – Economical

How stable is the current economy? Is it growing, stagnating, or declining? How stable are exchange rates? What impact is the unemployment rate having? Will it be easy to build a skilled workforce?

S – Social

Is social media having an impact on the way you operate? What about attitudes to work post pandemic?

T – Technological

Are there any new technologies you should be using? Are there any new technologies coming in the future that could make your product redundant?


However good these frameworks are, I can’t help but think something very key is missing here. In light of the COP26 conference that recently took place in the UK, I think that consideration of environmental factors is essential for all businesses.

In more recent times businesses have extended PEST to include Legal and Environmental concerns, creating the acronym PESTLE. If David Attenborough has taught us anything, it’s that we have to protect the world we live in.

There are several household names who are already planning for the future. British Gas for example has one of the biggest fleets in the UK, with over 12,000 vehicles on the road, with an impressive 1,000 of those already being all electric. They have pledged that in the next 3 to 4 years the remaining 11,000 will also be transformed. So, this raises the question over whether other companies are also looking at their environmental impact. Are we thinking strategically about future business threats and taking appropriate action to avoid or minimise their impact? Are we spotting business opportunities early enough and exploiting them fully?

These types of analysis need to be a permanent fixture in our leadership meetings. They need to be regularly discussed and challenged at all levels. Always thinking about what’s going on in the world around us now and what might have an impact in the next 3–5 years.

This will help guide our strategic decision making and define our strategic direction for the future.


Written by Alison Ibrahim – Senior Management, Leadership & Commercial Skills Trainer


Impellus is a UK-wide provider of management, leadership and core commercial skills training. See our relevant courses:

Management & Leadership Skills

ILM Courses in Leadership & Management

Commercial & Professional Skills Training

Impellus Google review winner October 2021

A big congratulations to Sarah Smith of Communicourt who is the winner of October’s Google review draw.

Every month, everyone who leaves us a Google review gets put into a prize draw to be in with a chance of winning a £100 gift voucher of your choice. Whether you’d like to treat yourself to a new pair of shoes, take your other half out on a lovely date, or order a last minute birthday present through Amazon, the choice is yours.

We select our monthly winner using a random name generator, which is then verified internally. For October, there was a 1 in 6 chance of winning. So, if you’ve enjoyed our courses why not leave a Google review to have the chance of winning £100 voucher of your choice this month.



Many congratulations again to Sarah for winning this month and thank you very much for your kind review.

Sarah – we’ll be in touch directly to send you the voucher of your choice.