Research: First-time managers feel ill-equipped for effective people managememt

Survey findings: Only 20% sufficiently confident in people management

A survey of over 670 managers reveals that less than 20% felt sufficiently confident in team management when they were appointed into their first managerial role.

Acknowledging that managers are often promoted into people management because of their technical/ specialist skills, qualifications and experience, the survey asked managers how equipped they were to manage people effectively when they were first appointed into the role.

Formal training in people management is lacking

The top five challenges experienced by managers when they were first appointed:

  • I was scared to let go and delegate tasks                                                            40%
  • I was unsure of the expectations of me                                                                38%
  • I lacked confidence in people management                                                        37%
  • I felt I had the full support of my line manager when taking over the team 34%
  • I struggled with managing my time                                                                        33%

The full results of this question show that, although over a third felt that they had the support of their line manager when taking over the team, new managers were largely not equipped with the skills they need for effective team management. The findings (in the bar chart below) show that managers lacked confidence and key leadership skills.

Struggling with time management, fear of delegation and being unsure how to motivate a team are often felt by experienced employees when stepping up into a managerial role. It is also a time when the realisation dawns that their communication skills needed enhancing to enable them to engage effectively with their line reports and to manage upwards – 38% of managers were unsure what is expected of them. Senior managers appear to be making assumptions as to how capable its first-time managers are to fulfil the role and the managers themselves possibly lack the confidence to ask questions and clarify their objectives and goals in this respect.

Reflecting on the findings, Jon Dean, Managing Director of Impellus commented: ‘The results of this survey highlight that senior management do not realise the challenges that first-time managers typically face when they are appointed. They underestimate how ill-equipped the managers feel to make the transition from being a highly qualified employee to an inspiring, productive manager.’

 

Research Methodology:
The research was carried out by Impellus Ltd in October and November 2017. Managers attending Impellus leadership and management training courses across the UK during October and November 2017 were invited to participate in the survey. A total of 674 managers took part. Respondents came from a variety of industry organisations in the private, public and charitable sectors.

Pulse (Quarter 4) – indicators from Impellus leadership and management training

The temperature in the training room – 4th Quarter 2017

As one of the largest ILM-Approved Training Centres in the UK, Impellus delivers leadership and management open courses to more than 250 delegates a month. We seek feedback from each delegate on the course content and trainer’s delivery, as well as the venue, to ensure our customer service levels remain high.

Our feedback form also asks for the delegate’s opinion on their work situation. By analysing these forms regularly, we have valuable insight as to how senior managers and managers are feeling across the country.

Managers attending training rises, but management optimism continues to fall

The key indicators from delegates attending our open courses in the last quarter of 2017 are as follows:

  • Managers attending training has seen an uplift with the number of delegates attending Impellus’ leadership and management open courses rising by 13% year on year
  • The number of organisations training new and recently appointed managers is unchanged year on year – with 70% of all delegates having been in their role three years or less
  • However, there was a noticeable increase in the percentage of delegates experiencing our courses who were longer-serving managers. In the last quarter of 2017, 18% of all delegates had been in their role for ten years or more – up from 8% for the same period in 2016
  • Ninety-two per cent of delegates felt that ‘training like this improves my performance enormously or measurably so’ – which is on a par with the same quarter of 2016.

Management optimism has fallen compared with the same quarter last year. The chart below shows the delegates’ responses to the statement: In my opinion, things for me at work are generally better/ the same/ worse than at this time last year. Sixty-two per cent of all delegates feel that things are generally better for them than a year ago compared with 66% in the last quarter of 2016. Eight per cent feel things are worse in comparison to 6% last year.

Delving deeper we see from the graph below that management confidence experienced a bit of a roller coaster ride last year. It started the year with a slight dip but recovered and hovered around the 70% mark for first half of the year. It then tumbled to approx. 60% but showed signs of recovering to 68% in December. However, the percentage of delegates feeling that things at work are generally worse for them also rose to its highest level in 18 months to 12% in the same month. The pressure of a very busy pre-Christmas season, as well as fewer working days in December than the rest of the year in which to achieve targets may impact the optimism of managers at this time. Alternatively, it may be that when looking back on the last 12 months, they feel that their situation has not improved. In either case, it is a worrying sign – so it will be interesting to compare with the results for the first quarter of 2018 when these are available.

To see our recommendations on how to lead when management optimism drops, read our recent article published by TrainingZone.

Bad management is eroding UK productivity. Are your managers eroding yours?

Is poor leadership also affecting your staff retention?

Research recently conducted by the Investors in People shows that poor leadership is driving nearly half of all UK employees to look for a new job. The headline findings from this research are:

·         47% of the entire UK workforce will be looking for a new job in 2018

·         49% cited poor management as a reason they would seek a new position

·         48% feel they can get more satisfaction elsewhere.

The CEO of Investors in People, Paul Devoy, commented that ‘bad leadership is eroding UK productivity’ and ‘that management strategies must evolve to meet the demands of employees, if organisations are to retain staff.’

2018 will be a year of opportunity for those who are organisationally strong

January and February are hectic months for Impellus, as one the UK’s largest management training providers. Our open courses around the country are busy with delegates looking for fast-track learning to equip them with new workplace skills and thinking and we experience a big uplift in client bookings for courses later in the year.

Our clients report real operational benefits from Impellus’ management traning including increased team productivity and motivation and the ability of their managers to handle organisational change.

Jon Dean, Managing Director of Impellus, commented: ‘It is disappointing to read that the biggest driver of discontent in the UK workforce is poor management and that almost half of all employees would look for a new job because of it. However, we see 2018 as a year of opportunity.  Rather than have disengaged employees and staff retention affected by poor leadership, there’s a real chance for organisations to kick start the year by enrolling their managers on leadership and management courses that will enable them to make the transition into inspiring leaders quickly and smoothly.’

 

The full research findings from the Investors in People can be viewed here.

To read more about how we’ve helped our clients in a variety of industry sectors, visit our Case Studies and Client Testimonials. The main reasons that clients stay with us are shown on the Why Choose Us page.

How does an ILM Qualification equate to other professional qualifications?

How many Continuing Professional Development (CPD) Points for attending a leadership and management course?

These are two questions that are often asked of the Customer Relationship Team at Impellus by delegates and HR Managers. Organisations across the private, public and charitable sectors that promote the continuing professional development of their employees have a selection of vocational and professional qualifications to choose from. The most popular for leadership and management are offered by universities, business schools and professional bodies like the CIPD, the CMI and the ILM.

As an ILM-Approved Training Centre, Impellus delivers a variety of open courses that can lead to the ILM Level 2, 3 and 5 Awards in Leadership and Management. But how to decide which level of training course and Award is most suited to your employees?

Below we explain the different levels, the CPD points to be gained and how the ILM Awards equate to other professional qualifications.

ILM Level 2, 3 and 5 Courses and Awards

Level 2 – suited to a team leader/supervisor who aspires to be a junior manager.

Level 3 – suited to a first line manager, junior manager or supervisor. It is also suitable for owners of small to medium businesses that are experiencing rapid growth.

Level 5 – suited to a middle or senior manager.

Continuing Performance Development (CPD) Points

Attendance on a one-day ILM open training course counts for 5.25 CPD points or hours towards your manager’s continuing professional development. The ILM Level 5 two-day courses equate to a total of 10.50 CPD points per delegate.

ILM Award Levels compared to other qualifications

The ILM Awards in Leadership and Management are vocational qualifications designed to deliver the skills, knowledge and experience to enable your managers to perform their job well in the real world.

The table below gives an indication of how ILM qualifications compare to other qualifications:

ILM Qualification Comparison

Read how studying an ILM Award with the support of Impellus has helped delegates.

Further information on how the ILM explains its qualifications can be found on its website.

Pulse (September) – the monthly indicators from Impellus leadership and management training

The temperature in the training room – September 2017

As one of the largest UK ILM-Approved Training Centres, Impellus delivers leadership and management open courses to more than 250 delegates a month. We request feedback from each delegate on the course content and trainer’s delivery, as well as the venue, to maintain our customers’ satisfaction.

Our questionnaire also asks for the delegate’s opinion on their work situation. By analysing these forms regularly, we have insight as to how senior managers and managers are feeling across the country.

Continuing dip in Management Confidence

The key indicators from delegates attending our open courses in September are as follows:

  • Managers seeking leadership training is on the up with the number of delegates attending Impellus leadership and management open courses rising by 21% year on year
  • Organisations training new and recently appointed managers also increased slightly – with 70% of all delegates having been in their role three years or less compared with 66% in September 2016
  • There was no change in the percentage of delegates who had been in their current role for ten years or more year on year at 10% of all attendees
  • One third of all (33%) delegates felt that ‘training like this improves my performance enormously’ – which represents an uplift from 31% in September 2016.

We are continuing to see the fall in management optimism that we reported in July. The chart below shows their responses to the statement: In my opinion, things for me at work are generally better/ the same/ worse than at this time last year. Sixty-one per cent of all delegates feel that things are generally better for them than in September 2016 compared with 67% a year ago. Seven per cent feel things are worse in comparison to 6% last year.

Read July Pulse to compare the results with those of September.

The Management Confidence Indicator graph below which reflects the last 12 months shows the ratings of optimism continues to dip. The confidence of delegates on August and September courses remained in the low 60’s after the fall to 60% in July from 70% in May and June.

To see our recommendations on how to lead when management optimism drops, read our recent article published by TrainingZone.

What is the difference between the ILM and the Institute of Leadership & Management?

What does it mean to members, employers and training providers?

At the end of 2015 it was announced that the body called the Institute of Leadership and Management (ILM) would devolve into two separate entities – one to be known as the ILM and the other as the Institute of Leadership and Management. The change took place in December 2016 and the two organisations are now completely separate.

However, there is still some confusion over the activities of the two bodies especially as their names remain very similar and they work closely together. Here we set out to clarify the position and explain the differences:

ILM

‘ILM’ is not an abbreviation but is the full official name for the accreditation body, which is part of the City & Guilds Group. It is known as a City & Guilds Group business and is the UK’s leading provider of leadership qualifications.

The ILM is dedicated to improving leadership development, both in the UK and worldwide, ensuring businesses and individuals are equipped for the working world now and in the future.

The ILM works with employers and training providers to deliver a range of apprenticeships and qualifications to professionals. The ILM specialises in leadership and management, coaching and mentoring, but also a range of sector and skill-specific qualifications. An ILM Award (qualification) is one of the most popular leadership and management qualifications with 70,000 managers registering to study a qualification each year.

The ILM website – www.i-l-m.com – offers a host of information to employers, training providers and ILM participants who are studying one of its qualifications. Guidance on completing an assessment, training resources, apprenticeship support, as well as how to find a local approved training provider, fees and funding can be found. The website also offers research reports, webinars (giving an overview of the qualifications) and blogs on industry related topics and case studies. The ILM exhibits at leading industry events like the CIPD’s Annual Conference.

All ILM qualifications are awarded by the City and Guilds of London Institute, which was founded in 1878 and is incorporated by Royal Charter. On achieving an ILM qualification, you will receive a certificate from the ILM.

The Institute of Leadership & Management

The Institute of Leadership & Management is the official name for the membership entity. It is a specialist membership organisation that focuses on raising the professional standards of leaders and managers and is the ILM’s strategic partner.

Professionals who sign up to study an ILM Award receive a year’s membership of the Institute of Leadership & Management. This membership gives access to networking industry events which enable managers to connect with their local leadership community. The Institute also publishes ‘Edge’ for its members, which is a quarterly magazine full of valuable advice from thought leaders and experts; exclusive interviews and membership news and reviews.

The Institute of Leadership & Management’s website – www.institutelm.com – also offers valuable resources in the form of research and whitepapers as well as support to its members.

What does it really mean for training providers?

As an ILM-Approved Training Centre, Impellus is reviewed annually by the ILM to ensure that its course content, Award assessment guides and support programmes and ILM branded materials meet the accreditation body’s guidelines.

Our regular contact in terms of fees, registration of ILM participants, processing of participants’ assignments, qualification certificates and marketing is with the ILM organisation. Since the split of the two organisations, Impellus receives Edge magazine and industry updates from the Institute of Leadership and Management.

What does it mean for me if I want to study an ILM Award?

If you choose to study an ILM qualification as a result of attending an open course delivered by an ILM-Approved Training Centre, you will be supported by that training provider to help you achieve the qualification. Most of your contact will be directly with the training provider but you will receive a year’s membership from the Institute of Leadership & Management and, on completion, you will receive your qualification certificate from the ILM. You can, of course, access the resources that both organisations provide to members and ILM participants via their websites.

Your ILM Award in leadership and management will be recognised around the world as a leading qualification and you can continue your personal membership of the Institute of Leadership and Management as long as you wish.

First Impressions Do Count

Huw Tuckett, Learning Development Consultant, reflects on his first year with Impellus

Huw Tuckett joined the Impellus Training Delivery Team in August 2016. An experienced business leader who has held C-level positions in industry describes what it’s been like to leave the office and join a team that’s committed to improving the performance of the managers it serves.

I joined Impellus in August 2016 and immediately experienced a very steep learning curve in my first few months. Not only was I getting to know my colleagues and learning the ‘Impellus’ way of doing things, I also had to get to grips very quickly with all the course material that I would be delivering to delegates.

My On-boarding Experience

As an organisation, Impellus strives for consistency in the quality and delivery of its open management courses which means a rigorous sign-off process as a consultant joining the business. In a relatively short space of time, I was required to learn between 5-6 hours of content for each of the 11 ILM leadership and management courses and was observed by two other Learning and Development Consultants and the Operations Director on each course before being signed-off to deliver it on my own.

I started at Impellus just before it launched four new Commercial Skills courses, so I was also involved in writing and reviewing content for these with my colleagues – which put me on a level playing field with them rather than being the ‘newbie’ – which was interesting and satisfying.

Another big aspect of my on-boarding experience, was handling the logistics and travel involved in the role. Very swiftly I got to know the conference and banqueting teams at some of the 25 training venues we have across the UK. Travelling around the country in the winter months from one venue to another after having been on my feet all day certainly tested my resilience.

The Impellus Culture

My first year has been challenging but rewarding. The creative and supportive culture at Impellus has made it all worthwhile – I have received tremendous support from my colleagues. I really appreciate the teamwork that goes on behind the scenes at head office to ensure we can deliver the Impellus’ brand values and meet our clients’ expectations.

Highlights of the Year

I opted for a change in lifestyle when joining Impellus and it has been refreshing not to be sat at a desk daily trawling through a huge email inbox. Instead I’m now personally interacting with managers from a variety of organisations in the training room.

Initially, I admit, it was quite daunting – standing in the room in front of up to 24 people. Even though you know you have the full support of your colleagues and line manager, you are effectively ‘on your own’ and you need to overcome any challenges that may occur on that day. As an example, when I was delivering a course in Maidstone, we experienced a wasp in the training room. It was tricky trying not to let the insect overtake proceedings, but then when several delegates were getting flustered and occupied by its presence, I had to pause delivery and took action!

I’ve experienced a great deal of job satisfaction in the last 12 months. It’s particularly rewarding to see delegates experience, what we refer to as ‘lightbulb moments’, when everything falls into place and they grasp an aspect of leadership theory, or they realise the impact that certain behaviours can have. It’s refreshing to read the post course evaluation forms that the delegates complete and to see how the day has equipped them with the skills and tools to be better managers.

It’s also been very enjoyable being able to use my own commercial experiences from previous roles and organisations to create examples and stories to embed the learning theory on our courses.

One of the highlights of the year for me was when a CEO who had been in business for 40+ years attended one of our courses. He brought along members of his Board and they engaged very well with the content. Afterwards he thanked me for the day and said that I had taught him something new that day and he would now see things differently. I was particularly touched by his comment bearing in mind the experience and knowledge he had accumulated over the years.

Approaching my Second Year

Our training delivery year commences in September, so my colleagues and I have spent the last few weeks reviewing and refreshing the content of our open courses. In line with Impellus’ brand values of continuous improvement and ‘there’s always a better way’, we work hard to ensure that our content is current and relevant for our audiences. It’s been good being together for several days at a time in our St. Albans office with the rest of the team.

Whereas in last September, I started off very much ‘as the new boy’, this September we all start the year on a level playing field delivering refreshed course content.

We’ll be training in three new venues this autumn, so it’ll be interesting to meet the new teams in these hotels and work with them.

Lastly, by no means least, I’m really looking forward to meeting a host of new managers over the next few months who’ll attend our courses with the desire to develop new leadership and management skills.

Funding Initiative Update

Extension of Funding Programme confirmed

Impellus is able to announce that the matched funding initiative has been extended until 31st August 2018.

With the Apprenticeship Levy now in force, we felt it unlikely that funding would be available after last week’s end of August deadline, so we really welcome the decision to extend funding for a further 12 months, which has just been confirmed.

However, there will be no continuation beyond this second extension of what was originally a three- year initiative.

Improve your Productivity with funded Management courses

In the light of recent research showing that UK productivity is 35 percentage points behind Germany and 30 percentage points behind the US and that a key factor is that the UK falls behind in quality of leadership and management¹, we feel this extension of the funding is a very positive step.

Organisations in the private, public and charitable sectors have the opportunity to boost their productivity and the confidence of their managers with funded leadership and management, as well as commercial skills, training courses this autumn to better future-proof themselves for 2018.

Programme Changes

Whilst funding terms remain the same, benefitting organisations need to provide a little more  information to qualify, although this can still be done over the phone.

Organisations who have claimed previously may claim again, except for where funding applications were not completed by the client organisation.

A full list of scheduled open courses until August 2018 can be viewed here.

¹ HR Magazine, August 2017 – article entitled:  Movement aimed at improving UK productivity launched.

Pulse (July) – the monthly indicators from Impellus leadership and management training

The temperature in the training room – July 2017

As one of the largest UK ILM-Approved Training Centres, Impellus provides leadership and management open courses to over 250 delegates a month. We ask for feedback from each delegate on the venue, course content and trainer’s delivery to assess our customer satisfaction level.

Our questionnaire also asks for the delegate’s opinion on their work situation. By analysing this data regularly, we have a good indication of how senior managers and managers are feeling across the country.

Greatest fall in Management Confidence in a year

The key indicators from delegates attending our open courses in July are as follows:

  • The number of organisations training new and recently appointed managers dropped slightly year on year – 61% of all delegates had been in their role three years or less compared with 66% in July 2016
  • Interestingly, the percentage of delegates this July had been in their current role for ten years or more increased from 10% to 14%. Our recent blog illustrates the value older and longer-serving employees place on training
  • Ninety-two per cent of all delegates felt that ‘training like this improves my performance enormously or measurably so’ – which represents a slight decrease from 94% in July 2016

Managers are feeling the least positive about their situation at work since July 2016. The chart below shows their responses to the statement: In my opinion, things for me at work are generally better/ the same/ worse than at this time last year. Sixty per cent of all delegates feel that things are generally better for them than in July 2016 compared with 64% a year ago. Five per cent feel things are worse in comparison to 7% last year – so it is not that more are feeling things are worse – it’s just that less managers feel things are better and more feel things are the same as last year.

Read June Pulse to compare the results with those of July.

The Management Confidence Indicator graph below which reflects the last 12 months shows the ratings of optimism in the high 60’s and low 70’s, that we’ve seen in recent months and certainly since February this year, have taken a dip. In actual fact, the percentage of delegates feeling that things are better for them than a year ago has dropped to its lowest figure since April 2016.

Just after the referendum in July 2016, the figure was 64%. It is unknown if this fall in confidence is related to external political or economic factors, to internal stress factors like workload, or just pertinent to the organisations that were trained in July, so it will be interesting to see what happens over the next couple of months.

My Working Week by Sandra Wright

The Learning and Development Projects Manager of Impellus Ltd., an ILM-Approved Training Centre, talks through a typical week. Sandra’s role encompasses two aspects of the business – she has responsibility for delivering training two days of the week and for managing our key accounts. Sandra optimises her skills and expertise in retail, sales and marketing with blue chip organisations to bring the theory alive and engage with delegates in the training room, and to her client meetings to ensure Impellus is delivering the best service and to understand more fully our clients’ training needs.


MONDAY

My week always gets off to a lively start at our St. Albans head office. Firstly, I meet with the rest of the Training Delivery team to review the previous week’s courses and feed back to Danny, our Training
Co-ordinator, on how the venues performed. While we are all evaluating the courses, I take the opportunity, with my client development ‘hat’ on, to gather insight on client organisations to assess how I may best be able to start a conversation to ensure we are satisfying all their requirements and whether there are additional products and services that may be of interest to them.

Then I have an account management catch-up with my colleagues in the Customer Relationship and Marketing teams to review short- and long-term objectives. I update them on the meetings and conversations I had with clients the week before, we discuss opportunities that have arisen since our last meeting and plan the face-to-face meetings and telephone calls scheduled for the week ahead.

The other Learning and Development managers and I prepare for the week ahead and pack up our cars with course materials.

TUESDAY

I worked from home in the morning on final preparation for the week’s courses and a client meeting scheduled for later in the day.

Around lunchtime I set off for Maidstone where I meet with a client. We have trained two of their managers already – my contact is new to the organisation and is keen to find out more about Impellus. During our meeting, I assess the impact our courses are already having with their managers, introduce Impellus Ltd., showcase the expertise within our Training Delivery team, explain the benefits of open courses versus in-house training and highlight the advantages of the Impellus’ Business Centre (our secure client information portal), which would provide her with an overview of her whole organisation’s training activity. The client organisation has used another training provider in the past and has considerable development plans for its employees, so we discuss ways we could partner in the future.

I drive to our Maidstone venue, the Marriott Tudor Park, where I check in and ensure they are expecting us for tomorrow’s event.

Then, it’s a quick change into my jogging gear and I go for a run around the beautiful grounds which helps me to keep me focused.

WEDNESDAY

The alarm goes off at 6.00 am to ensure I’m in the training room by 7.30 am. I fine tune the room’s dynamics to Impellus’ standards and set up and test all the equipment – we like our clients to be comfortable. I also meet the Conference and Banqueting team to discuss timings, restaurant layout for lunch, fire tests and evacuation routes plus any known traffic delays that may affect the delegates.

From 8.30 am I’m in the registration area greeting the delegates, gently establishing what has motivated them to attend and trying to get a feel for their organisation’s current trading environment, as well as ensuring they have refreshments. Some of the delegates I have met before, so it is always good to renew acquaintances.

Between 9.30 am and 4.30 pm I deliver our most popular course, Leadership Skills Development, to managers across a variety of industries such as hospitality, recruitment, retail, media and publishing. During the breaks and over lunch, there are lively conversations taking place, as delegates share everyday challenges.

After the course has finished, I pack up, clear the room and head off home – I arrive just in time for a spinning class at my local gym.

THURSDAY

As I leave home at 5.55 am to catch the bus and tube into London, I contemplate that today is likely to be somewhat of a ‘bitter sweet’ day.

Today’s course is at the Kingsley Thistle hotel in Holborn, which is the first venue that I trained at when I joined Impellus almost three years ago. Since then, I’ve delivered training there almost weekly, so have got to know the Conference and Banqueting team quite well. But, it is the last day we will be using this venue, as we are switching to another larger venue in Holborn from September onwards.

The course is the ILM Level 3 Award ‘Effective Communication Skills’ which gives me especial enjoyment – since I completed my foundation Neuro Linguistic Programming (NLP) practitioner training, I have been fascinated by the whole psychology behind the art of communication.

The course runs smoothly between 9.30 am to 4.30 pm with 20 multi-cultural delegates from diverse organisations, who participate well throughout the day. Effective Communication Skills is a particularly interactive course as delegates are generally comfortable debating their thoughts on communication – I always enjoy a challenge!

After the course, I say goodbye to the Kingsley Thistle team and make my way home. I have just 25 minutes to jump on my bike and get to my Pilates session which commences at 6.45 pm.

FRIDAY

Working from home, I make notes on our CRM system of delegates from the Wednesday and Thursday courses who would like to attend further courses and/or study the ILM Level 3 Award. This information is taken off the course evaluation and feedback forms that our delegates complete at the end of the day.

I also review these forms to ensure my delivery has met the satisfaction of our clients and to consider calls to clients next week – the number of open course multi-day booking places they have left ‘on account’ may be getting low, they may have several managers registered for the ILM Award but not yet submitted any assignments, or a delegate may have mentioned in the course that their organisation is currently experiencing rapid growth. With my focus on account management, I take a vested interest in finding out more about our client organisations and explore how we can support them further.

On the rare occasion that a course evaluation form may suggest a course has not met the delegate’s expectations, there is also an opportunity to talk to the person who booked the course to establish if their challenges/requirements are different to those of the delegate and what we can do to  overcome the mismatch in expectations.

I speak to my colleagues in the Customer Relationship Team to update them on my client meeting that took place on Tuesday.

Next week we will not be running any courses – there are four weeks in August when we do not deliver open courses due to the peak holiday season – so I will be getting together with the rest of the Training Delivery team to refresh the course content. I take some time to reflect on our courses – what has worked well and if there are any areas for improvement – and jot down some notes to discuss with my colleagues. I also do a little research, as we’re thinking of enhancing our course content around the approaches to learning and development of different generations.

I also reflect on the week, which has flown by. I’ve delivered two courses in the South East to engaged delegates from a real mix of organisations who have provided positive feedback. They will return to work motivated and with practical skills to develop into good leaders. In addition, I had a productive face-to-face meeting with a client — so, all in all, a satisfying and enjoyable week.

Now it’s off for a bike ride through Richmond Park.