Project management has been a part of my life for a very long time. Back in 1988 when I led the marketing team at Deloitte management consultants (it was called Touche Ross in those days) I helped put together the first marketing campaign for the new project management team.  I remember how we chose the Tower of Babel as our main image – to show how poor communication could impact on an ambitious construction project.  Happily, the team went on to become one of the largest (and most profitable) global consulting teams.

In 2008 it became apparent that in the professions, marketers and business developers spent most of their lives managing large and small projects – events, communications campaigns, research, printing, sales initiatives, database development (this was before specialist CRM systems for the professions existed), key account management programmes and then web development projects.

In some respects, every PR or marketing campaign we develop is a project – and the larger the firm, the larger the project.  As lead trainer at Professional Marketing Forum running various courses for junior and senior marketers and business developers I recognised this need and introduced two new courses – project management (for beginners to intermediate) and a closely related topic - change management (for advanced). Further details are here http://www.pmforum.co.uk/training/

Interestingly, in 2009 the Chartered Institute of Marketing (CIM) fundamentally revised its syllabus. And one of the new diploma papers it introduced was “Project Management in Marketing”. It shows that the trend was clearly recognised. But it was unfortunate for those who had qualified in marketing before its introduction. Mind you, they would have no doubt learned the hard way!

Anyway, I am due to lecture on the Cambridge Marketing College’s Chartered Institute of Marketing (CIM) Professional Diploma for professional services course http://www.marketingcollege.com/courses/profservicesdip in Germany in September and, for a change from marketing planning, marketing communications and case study courses which I have taught previously, I have opted to lead the Project Management in Marketing course.

People always ask me what books I recommend and here are a few that I have found useful:

Short pragmatic introduction

“HBR Guide to Project Management – Motivate your team, avoid scope creep and deliver results”. This is a short book and a quick read. It whizzes through the four phases (planning, build up, implementation and closeout) in 21 chapters from various contributors. Good for an initial overview.

Another short guide is the “Dorling Kindersley Essential Managers Project Management” by Andy Bruce and Ken Langdon. In just 70 pages, and with lots of great photos, it provides great tips and I like the project management skills assessment at the end.

And as a handy reminder, I downloaded the Prince2 (etpsolutions) app on my iPhone. It uses a diagram of the overall project management process to guide you to short text overviews of each stage. It contains a few templates too.

Detailed guide

“The complete idiot’s guide to project management” by Sunny and Kim Baker, at 375 pages, is a more detailed guide with 30 chapters in seven parts (project management power, project initiation process, project planning process, executing processes, controlling processes, closing processes, organisation and tools to make project management prosper). It really is quite good.

Academic guide

While 40% of the CIM course is on the nuts and bolts of mainstream project management there is a significant allocation on research and marketing information systems (15%) to build the business case (20%) and risk management (25%). Therefore, you really need the official CIM course book on Project Management in Marketing by Frank McKee, Elwyn Cox, Matthew Housden and Lynn Parkinson.

And if you are really keen, then you might want to consider developing your skills in the use of a project management system. I used Reed’s Microsoft Certified e-learning course on Microsoft Project.

Related blogs:

http://www.kimtasso.com/blogx/post/5-top-tips-for-time-project-and-campaign-management.aspx

http://www.kimtasso.com/blogx/post/6-top-tips-for-change-management.aspx

http://www.kimtasso.com/blogx/post/Professional-service-marketers-face-challenging-syllabus-change.aspx

At a recent CLT session on this subject, the delegates – mostly heads of family departments outside of London – found the following concepts most valuable for developing a privately funded family law practice:

Mind shift – from public service provider to profit generator

a)         Accept it’s not Legal Aid anymore – Those who have predominantly done Legal Aid work in the past have a different mentality. They take their duty to the Courts and the clients extremely seriously and work very hard to try to service an almost infinite demand with limited resources. There are always more files to open and always more work to do. The clients often make unreasonable demands and are a real drain on energy and morale. Of course, you must provide an excellent service to clients but they are now paying for that service. And therefore, you don’t accept clients where they won’t pay for the level of service they demand.

b)         Use a financial expert to understand the numbers – The working capital and the cash flow are different in the private market – especially if you adopt new approaches such as monthly billing or financing large work-in-progress for fees to be paid in instalments or at the end of a case. Some lawyers still don’t understand the profitability of different types of work or levels of fee-earners. Get an accountant who understands legal practices to help you build your understanding and the systems that you and your partners will need to manage the finance in your private business.

c)         If the local market can’t pay, find one that can – If those on your doorstep can’t afford the fees for the service you provide, then find a market that can. The key here is research to achieve a better segmentation. Creating a profitable niche is one of the most effective strategies for a smaller law firm yet many try to provide all things to all men/women and fail miserably. It’s back to the need to focus again.

Focus – Set goals to make the choice of strategy easier

a)      Clarity on the owner’s real goals – Too often, the only “goals” are the total amount of fees that are required. For the next year – far too short term. Profit is often missed from the equation and this is highly dangerous as fee-earners may end up super-busy but making a loss. The owners of a law practice need to be clear about their guiding objective – Do they want a lifestyle business with a modest but regular income? Are they prepared to invest to make greater profits later on? Do they want to build equity in the business, for, say an exit in five years’ time? Or do they want to wring out every last penny of profit in the short term? Are they looking to shape up to be attractive for a merger/takeover partner? Do they have regional growth ambitions etc?

b)      Break down the goals – Think what any financial goal really means. Is that 100 cases at £2,000 each or 10 cases at £20,000 each? Or is it a mix? What time frame will be required to achieve this? What is the time span between generating the enquiry and closing the case so it can be billed?

c)       Select one or two key strategies – Smaller firms simply do not have the resources to have all singing, all dancing marketing strategies that tap into every channel and use every promotional tool. Consider the best sources of the best work. Consider the strengths and preferences of the lawyers generating the work. Consider what might work best for the particular market you are targeting. Then select a couple of approaches, set up systems so that results can be measured and do them really well.

Pricing – Think differently about pricing

a)      Separate costs from price - There is, of course, an internal cost management element – this enables firms to determine how much it is costing to provide the service and therefore assess whether any investment in technology or training might help improve efficiency. But then we must think about the price from the client’s point of view - about what they value. The client does not care about the cost of production – only the value that they perceive. Therefore, if they perceive all legal providers as generating the same value then they will choose on the lowest price – it’s a commodity after all.

b)      Add value beyond legal advice - So we spent quite a bit of time thinking about how to add further value (even if this means breaking out from thinking about purely legal services) and/or packaging the service differently so that direct comparisons are no longer possible. The legal advice is the core produce – but the value comes from the lawyers around it in terms of service delivery, relationship, communication, billing practices, reassurance etc. There were some interesting ideas around a greater range of variables in different service options – at present, the market seems to concentrate on download forms only (DIY), lawyer assistance and fully represented. But with some creativity (i.e. thinking outside the box) we found over 50 possible service dimensions to give the client more choice and control whilst also demonstrating exactly what they get for their money.

c)       Differentiation – This is the key to fighting commoditisation. Whilst brands might be used by the larger providers in the market to good effect (e.g. the trust associated with a major financial or retail organisation), smaller firms can focus on differentiation generated by truly different service – whether that is embodied in the experience or style of a particular individual, a departure from the typical legal model (for example, we talked about the possible provision of child contact centres and other child related services with, perhaps, psychologists and counsellors) or some other aspect of delivery.

On a more practical (as opposed to strategic) level, the other key point of interest was the use of the Internet and social media. Free software such as Google Analytics is vital to monitor web traffic from different sources and to learn the key words that get people to your site. Search Engine Optimisation (SEO) can be complex but the basics need to be understood by anyone writing copy for the web site or blogs. It is also the main reason why firms should get to grips with social media – the value of the inbound links even if time prevents a proper listening and interacting approach.

Dates for future presentations of this CLT workshop are here: http://www.clt.co.uk/coursedisplay/1690354/3000

I’ve just completed a review (for Professional Marketing magazine http://www.pmforum.co.uk/magazine/) of this 240 page, 26 chapters (organised into eight parts) book which is written by over 20 PR experts and academics and developed from a series of summer workshops run by CIPR’s Social Media Panel.

1.         Changing media, changing PR

It’s an excellent introduction to those who are not very familiar with social media (or PR). There are lots of statistics about social media use and demographics on the major platforms. The concepts of two way communication, interaction and sharing are explored. There are examples of various types of online communities – including those outside the UK.

2.         Planning

After a brief review of Econsultancy’s “State of Social Media” report and a look at Chris Lake’s micro-measures, there’s helpful advice on integrating traditional and social media and creating social media guidelines (“creating freedom within a framework”) to kick start your social media strategy . I particularly liked the chapter on open communication and its exploration of psychology, ethics and etiquette.

3.         Networks

The main platforms (Facebook, Twitter, LinkedIn, Google+ and blogging) are introduced but it also contains excellent facts, insights, practical tips and guidance for even the most experienced digital PR practitioner.

4.         Online media relations

The material on social media newsrooms, brands as media, the future of broadcast (stressing the importance of YouTube and WebTV) is excellent. The core values of PR (relevance, authority, engagement and relationship) are translated into the social media space. Pitching using social media and blogger outreach are covered well.

5.         Monitoring and measurement

Three chapters explore PR in the context of real time public relations, social media monitoring and measurement.  It was good to see the AMEC’s (International Association for the Measurement and Evaluation of Communication) Barcelona principles.

6.         Skills

Whilst the book advocates the need for “The Y shaped PR professional – breadth and depth across three broad areas of expertise: storytelling, content and technology platforms” it also warns that for PR: “Jack of all trades but master of none will have limited value in the future”. I would have liked more information on the future of PR education.

7.         Industry change

There’s an interesting chapter on internal communications. It quotes Melcrum’s study on “How to use social media to solve critical internal communication issues” which identified the following benefits:

1.   Innovation and idea exchange (41.5%)

2.   Employee engagement (38.4%)

3.   Knowledge management and collaboration (30.8%)

It also reports on the UK Institute of Employment studies that found that increasing investment in engagement by 10% generated an extra £1500 profit per employee annually. The other chapters on public affairs, public sector and third sector are less likely to be of interest to those in the professions.

8.         The future

Sadly, there’s only one chapter here although the subject matter - that of “machined” media and the Internet of things is rather interesting.

There’s a lot to commend the book and I was particularly impressed with the sections on measurement, guidelines, etiquette, social newsrooms and skills. Modern media relations is a radically different world to the one I wrote about in my 2006 book “Property in media relations” (EG Books) with Graham Norwood although it’s good that the core principles of authenticity and engagement have been preserved.

This book review was produced for the forthcoming “Getting to grips with Digital PR course” http://www.pmforum.co.uk/training/

Kim Tasso, April 2013

Last week, I presented a webinar for CLT on this subject. It was very well attended and there was some interesting discussion at the end. This built on the debate that had taken place on various LinkedIn discussion groups beforehand and as a result of the publicity surrounding the research I conducted in conjunction with www.onlydads.org and www.onlymums.org in advance. More information on the client research is shown here http://www.kimtasso.com/blogx/post/The-price-of-divorce-survey-results.aspx

Whilst it isn’t possible to cover all the points raised during the webinar, here are some of the highlights:

Pricing research

The participants were mostly from full service law firms where there were between one and five family partners. Of those who participated:

·         44% said pricing was the responsibility of the head of the family department and 33% said that it was down to individual partners/lawyers

·         63% used hourly rates and 37% used a mixture of hourly rates and fixed fees

·         50% had done internal analysis of historic costs, 15% had researched client views on pricing and 20% had done no pricing research at all

Market developments

A review of developments in the market (e.g. www.quickie-divorce.com, www.managed-divorce.co.uk) showed that the advertised low prices effectively anchored the perceived price of divorce at the low end. We also looked at examples where a range of options for commodity services – with different fixed price points – were offered (e.g. Curwens and Co-Operative Legal Services).

Examples of small and medium firms bringing greater clarity, transparency and choice were also considered. Acknowledging the accepted wisdom of offering “free” services (the “freemium” model is prevalent in the Internet environment) and the growth of apps to provide advice and generate leads, we discussed the need to qualify potential clients.

I also pointed out micropayment models such as the brand new www.honestyBoxx.com widget which allows visitors to pay a small amount (according to their perceived value) for an answer to their question.

We also considered some of the strategies of firms at the top end of the market where differentiation and unique (non-law in some cases) packages of services were used for effective positioning.

Recent research on the cost of separation from the Legal Ombudsman – and the ensuing media coverage - was considered before we looked in detail at the client research mentioned above. Participants were urged to check out the excellent guidance on price communication issued by the Legal Ombudsman http://www.legalombudsman.org.uk/aboutus/publications.html.

Pricing basics

Some of the basic theories of pricing (e.g. Kotler) and value propositions were considered. Similar information is shown in this blog:  http://www.kimtasso.com/blogx/post/The-pricing-(and-value)-of-legal-services.aspx

We also considered the other side of the equation – managing costs, efficiency and automation – by looking at systems provided by Epoq. http://www.kimtasso.com/blogx/post/(Just-about)-everything-you-wanted-to-know-about-automated-legal-documents-but-were-afraid-to-ask.aspx It was noted that entry level systems start at £50 pcm per lawyer for family law.

Guidance

Towards the end, I offered my views on the state of pricing in the legal profession, explained seven general principles of pricing, considered how segmentation and different service/value propositions might be developed for the family market and talked through some aspects of my 12 step pricing model.

Such was the level of interest that I plan to produce a White Paper offering guidance in this area in due course.

PS I would like to thank Kerem Gokce, the technician at CLT, for remaining utterly calm when we were without a broadband connection for the 1.5 hours before the webinar. A true professional, I thank him for ensuring that absolutely “the show must go on”!

Working in the professions requires resilience. Marketing and sales roles require resilience. So those who have a business development role in the professions must need a double dose! But what is resilience and how can you be more resilient?

Definition

A Harvard Business School report found that there are three fundamental characteristics that set resilient people and organisations apart:

·         A capacity to face reality

·         An ability to find meaning in testing times

·         An ability to improvise

Psychological resilience

Psychological resilience is an individual’s tendency to cope with stress and adversity – whether through bouncing back, not being affected negatively or developing better strategies for the future.

Resilience is a process rather than a personality trait (although scores on psychometric scales for things like anxiety, depression, vulnerability to stress, assertiveness, positive emotion and self-discipline may be indicators of resiliency).

It is a two-dimensional concept spanning both the adversity and the positive attitude/behaviour adaptations. So two judgements are involved – the significance of the risk and the adaptation required.

Most research shows that resilience is the result of individuals being able to interact with their environments and the ways in which they promote well-being or protect themselves against risk factors – whether by themselves or supported by their relationships or policies.

Much historical research into the subject focused on how children adapt to adversity and considered:

·         Good outcomes despite high risk status

·         Constant competence under stress

·         Recovery from trauma

·         Using challenges for growth that make future hardships more tolerable

Developing resilience

There are many ways to develop resilience. The American Psychological Association suggests 10 ways:

1.     Maintain good relationships with family, friends and others

2.     Avoid seeing crises or stressful situations as unbearable events

3.     Accept circumstances that cannot be changed

4.     Develop realistic goals and move towards them

5.     Take decisions or actions in adverse situations

6.     Look for opportunities for self-discovery after a struggle with loss

7.     Develop self-confidence

8.     Keep a long term perspective and consider the stressful event in a broader context

9.     Maintain a hopeful outlook – expect good things

10.  Take care of your mind and body – eat properly, exercise regularly and pay attention to your own needs and feelings

The following is a summary:

·         Harness your thinking and think strategically and objectively rather than being overwhelmed in the moment

·         Cultivate your own self-control through a better understanding of your preferred styles and usual reactions

·         Apply your strength and skills to take some action in challenging situations

·         Nurture your connections and seek reassurance, another view, support and advice when you need to

·         Develop positive habits to put things in perspective, focus on the upside and look after yourself

·         Tap into your inner strength

If stress is a big issue (and prolonged exposure to stress can lead to burn-out), read the review of “Crazy Busy” http://www.kimtasso.com/blogx/post/Crazy-busy-e28093-Overstretched-overbooked-and-about-to-snap-(Book-review).aspx

At a recent workshop for “Practical and professional skills for marketing and business development assistants”  http://www.pmforum.co.uk/training/index.aspx I asked the participants for their views on the most important practical tips that they were taking away. They picked two – one might argue obvious - techniques to help them improve their communications with partners (and clients) and increase buy-in to projects.

Find Face-time – In a high-pressured environment, where there are never enough hours in a day, where attention spans are short, where everyone wants everything faster, where email inboxes overflow and social media remains seductive and addictive, it’s easy to resort to screen based communications.

But we all know that “discussions”, persuasion and negotiation are much better and faster when they are face-to-face. And you really need some face-time up front to establish a strong foundation for a relationship that can then be nurtured online. So step away from the screen.

You don’t need a formal meeting. Take a little time to wander around and actually talk to people – face-to-face. How much quicker and more efficient is it to have a five minute conversation to agree something than a 30 email exchange that gets you nowhere?

Yep, it’s harder in a network or international environment. But then there’s technology (including Skype and Facetime apps) to facilitate face-time over the Internet. Dialogue not monologue please.

Reframe – Our minds our powerful machines. If we label someone as ”difficult” or “unco-operative” then our internal mental model will ensure that we only ever receive information that confirms our hypothesis.

So our initial view is confirmed and contrary information (that the person might actually have a point) is not received. We avoid conflicting information as cognitive dissonance occurs when our mental model is challenged.  So it becomes a self-fulfilling prophesy.

Assume instead that everyone is working from some positive intent. Question how you have “framed” the person and how you subsequently interpret their behaviour. Consider reframing them as “creative” or “focused” or in a more positive way and you can then approach them and communicate with a more open mind, to find some common ground rather than to lock horns.

Simples.

I have studied creativity and innovation extensively in the past and admire the work of people such as Bird, Buzan, Cabral, De Bono, Doblin, Grundy, Hayes, Henry, Kirton, Kline, Perkins, Snowden, Sternberg, Thomke and Wallace to name a few.

Big C Creativity

The psychology of creativity applies empirical, scientific rigour to the study of pioneering creativity – which is sometimes called “big-C” creativity. Simonton (University of California) defines big-C creativity as “a person solving a problem or creating an object that significantly impacts how others think and live their lives”. He considers two aspects – originality and functionality.

Theories of creativity

In 1950, psychologist J P Guildford challenged the research community to study creativity and was the first to differentiate between convergent and divergent thinking. Many psychologists study “little c” creativity – the stuff of everyday life.

There are many creativity theory models including those from the realms of developmental psychology, psychometric, economic, stage, cognitive, problem solving, expertise based, evolutionary, typological and systems theory.

Six Ps of creativity

Sternberg called his theory “investment theory” – and notes that people buy low and sell high – they generate and pursue ideas and concepts that seem unusual and out of the mainstream which have the potential for the most growth. He also saw creativity occurring at the confluence of several factors. He considered the six Ps of creativity – Process (cognitive), Product, Personality, Place, Persuasion and Potential.

Personally, I prefer the six faceted snowflake model by Perkins (see below).

These and related topics are explored further in the occasional course that I run called “Problem solving, creativity and innovation” for the PM Forum. http://www.pmforum.co.uk/training/index.aspx

Dr Robert Epstein, a psychologist at Harvard, is well known as a leading thinker on creativity. He developed a simple model which identified the following important dimensions of creativity:

Capturing This relates to how well you capture and preserve ideas as they occur to you. For example, artists carry sketchpads, writers carry notebooks and use mobile devices to record, photograph or video things that they encounter. They might also use special times and places when they know ideas are likely to flow and will use ideas that emerge during dreams. Most creatives I know will clip or record interesting images or ideas as they find them, regardless of whether they have any relevance to current projects.

Challenging Challenge – and failure – helps to stimulate new ideas through a process he calls “resurgence”. Creative people seek our challenging situations and see failure as an opportunity for growth. This competency is also helpful in dealing with stress.

Broadening This is about broadening your skills and knowledge base as previously established ideas compete and become interconnected. Learning new things supports creativity – and the further from your current areas of knowledge and expertise the better. In intelligence and ability tests, this often relates to intellectual curiosity.

Surrounding His research shows that creativity is stimulated when people are exposed to novel or ambiguous stimuli. He suggests that you should deliberately manipulate both your physical and social environments on a regular basis.

You can take the Epstein ECCI-I (Epstein Creativity Competencies Inventory for Individuals) test here http://drrobertepstein.com/ECCI-i-unabridged/managers/

Problem solving, creativity and innovation is an occasional course I run at the PM Forum http://www.pmforum.co.uk/training/index.aspx

A week ago, we ran another of the PM Forum’s “Helping fee-earners prepare the perfect pitch” sessions which was hosted by reputation management consultants Regester Larkin. Here are some of the main issues arising.

Pitch challenges

The delegates had a variety of challenges that they wanted to address but the most pressing were: getting partners and fee-earners to engage in the pitching process, conveying complicated ideas in a simpler and more persuasive way, developing value propositions and compelling differentiation, dealing with procurement people, gaining insight into current best practice, qualification of invitations to tender and establishing effective systems for pitch process management.

Sales training and experience

Whilst the majority of those at the session were highly experienced in pitching and spent a large proportion of their time on pitch related activity, very few had had any formal sales training and even less had direct experience of selling. So we spent some time considering basic ideas ideas such as the Decision Making Unit (DMU) and the Iceberg model of needs and wants.

Repositioning the marketing/BD team

Whilst we marketing folk always do our best to be helpful, sometimes we are our own worst enemies. If we always respond quickly to requests for administrative or graphics support then it is not surprising that we are not sought for more strategic input on pitches.

Furthermore, if fee-earners remain unaware of some of the basic principles of selling in a competitive environment then it is hard for them to know what support we are able to provide. It was also interesting when we debated how we would ideally like the marketing/BD team positioned. Articulating the value that the marketing/BD team can add to the pitching process is important.

Balance

This was explained with the diagram below.

Key takeaways

We addressed all of the identified challenges and at our final round up there were the following key takeaways:

·         Talk more to fee-earners – and empathise with their point of view

·         Plan how to position the marketing/BD team

·         Educate on the strategic and sales use of research results

·         Be clear about the aims and outcomes of all internal and external meetings

·         Be alert to visual and non verbal communication of fee-earners and clients

·         Check that features have been successfully translated into benefits

·         Develop a compelling value proposition

·         Define the key stages in the pitch process and provide appropriate support for each

·         Ensure that the marketing/BD team adds value – not barriers

The following blog http://www.kimtasso.com/blogx/post/Helping-fee-earners-prepare-the-perfect-pitch.aspx describes the main issues discussed in the previous session which ran in November 2012.

Future PM Forum training dates are available at http://www.pmforum.co.uk/training/index.aspx and this session runs again in November 2013.

Interested in a free personality assessment?

I’ve just completed four days training with Psysoft http://www.psysoft.com/ to achieve the British Psychological Society (BPS) Occupational Ability and Personality Test User Certification Level A and B using NEO PI-R Personality Inventory.

This is to add to my armoury of a BPS approved degree in psychology, a post graduate diploma in professional coach mentoring (where Eric Parslow was my tutor/supervisor) and a certificate as a practitioner in NLP (Neuro Linguistic Programming) which I use in all manner of ways both in consulting roles (organisational development, (partnership) team management and change management) and in coaching assignments. This means that rather than referring my clients to third parties or online sources, I can now provide the materials and do the marking and feedback myself for a range of ability and personality tests.

Ability testing

In ability testing – whether this is for verbal, numerical or spatial skills (we also looked at error checking) – there is a right or wrong answer. After almost two whole days looking at the validity and reliability of these tests from a statistical point of view – correlations particularly – I felt that my numeracy score improved significantly!

Common personality tests - types

Most commonly used in the professions are colour based classifications (are you a red, blue, yellow or green person?) and Myers Brigg Type Indicator (MBTI) – which classifies you into one of 16 types based on extraversion-introversion (E/I), sensing-intuition (S/N), thinking-feeling (T/F) and judging/perception (J/P). I have found both of these tools (using on-line techniques) – along with Belbin – to be effective at team building.

Personality inventories

There are lots of different personality tests (and I am now able to access the resources which indicate the relative strengths and weaknesses of them all) but for this course we used NEO. This uses five main domains (each of which has six sub-divisions or facets) including:

·         Extraversion – amount of energy invested in relating to people, the environment and the capacity to experience joy and excitement

·         Agreeableness – role adopted in relationships and degree of concern for the welfare of others

·         Openness – receptivity to various kinds of new experiences both in the external environment and the individual’s internal world

·         Conscientiousness – strength of purpose and drive towards goal accomplishments

·         Emotional stability – extent to which an individual focuses on the negative aspects of the environment and experience negative emotions

It was interesting during the course to look at how you could move from a job analysis, to identify the relevant competences and then select the various personality facets which would map onto them to aid the recruitment, development or promotion process. I shall talk to some of my clients about possible studies into personality profiles for successful Board members, team leaders, trailblazers, entrepreneurs, rainmakers and relationship managers. Watch this space.

In the meantime, to complete my qualification I have to do the personality test analysis and provide feedback reports for two further individuals. Requirements are that they are working and can spend about an hour with me completing the manual form (I am not allowed to send it away) which I will subsequently analyse. So you receive a totally confidential (although the examiners will see the report without your identity marked) – and free - feedback report about your personality. Email me if you are interested kim@kimtasso.com