The unique competition, which was officially unveiled at an exclusive press conference at Adam Street last week, offers the chance to win a lifetime’s worth of coaching from international speaker, author and thought leadership expert Mindy Gibbins-Klein a.k.a The Book Midwife® who has just launched her third book 24 Carat BOLD: The Standard for REAL Thought Leaders (£10.99 Ecademy Press).

Judith Germain, Vice President of the BlackStar Life Members Community on popular business social network Ecademy, MD of Dynamic Transitions and an established business mentor and author, has officially endorsed the month-long campaign. Agreeing to sit on the judging panel she reveals that wilfully independent ‘maverick’ business owners are likely to benefit most from the million pound prize as it will help them enhance their natural predisposition to stand out from the crowd.

“Mavericks tend to be top performers but also have a fierce sense of independence, are easily bored and need to be given constant challenges to ensure that they are as productive as they can be. When running a business, be it a global organisation or cottage industry in size, this wilful independence needs to be harnessed effectively to ensure that they can achieve their true potential which is why long-term support is a great way of keeping focused,” says Germain.

With the worst of the recession now over, Germain believes that the pressure is now on for many business owners to get ready to ride the upturn and advises that those who can channel their maverick energy positively to build a good reputation will have a far better chance of succeeding in the long term.

“With the economy improving, business owners need to focus on how they are perceived by people in their outer network (i.e. those that know of them but do not know them well). Mindy’s competition to win a lifetime’s worth of thought-leadership will be an invaluable resource to any Maverick serious about growing their business. I’m a great fan of anything which helps people to build their credibility and reputation and for me, this competition ticks all the right boxes,” says Germain.

The competition will run for one month. There is just one stipulation; you need to have purchased a copy of 24 Carat BOLD: The Standard for REAL Thought Leaders from Amazon during the month of September, which then qualifies you to enter the competition.

Entrants need to forward their Amazon proof of purchase with a statement of up to 15 words on why they deserve a lifetime of thought leadership coaching to emma@bookmidwife.com. Entries will be reviewed by a panel of judges. Eligible entries are Amazon purchases dated August and September, closing date is Sept. 30th, with the winner being announced Oct 1st.

Despite the fact that they often do not utilise their talents effectively, Judith Germain, MD of leadership development company Dynamic Transitions is keen to remind organisations of the importance of their mavericks in helping the business to recover from the recession and why it is so important to recognise and manage the traits of their most troublesome talent®.

“The recession means that organisations need troublesome talent® more than ever to survive, and these individuals need understanding because they are different from the rest of the talent pool. Unfortunately the huge focus on redundancies and managing ’survivor syndrome’ of recent months could mean that many managers have taken their eye off these hugely valuable but high-maintenance team members,” says Germain.

According to Germain, mavericks tend to be the top performers in companies and within business but often displaying common traits such as low boredom and impatience, meaning that they often have trouble articulating what they want or what they mean.

“A more holistic approach to talent management is more likely to enable the manager to nurture and develop their troublesome talent® who are often ignored or excluded from management development programmes due to their personalities or ability to cause disruption within a structured organisation. Whilst your maverick at work is very articulate, they may have problems communicating with others in a way that their audience can understand and accept. If you ask your troublesome talent® whether you are doing a good job, and they feel that you are not, expect to receive blunt, to the point feedback on your shortcomings,” reveals Germain.

Germain is also concerned that senior management may have lost sight of their role in nurturing talent and could end up switching back to the old ways of talent management where HR carried all the responsibility for talent management initiatives.

“Historically, there has been a general lack of accountability for leadership development by senior management and many organisations had realised this was an outdated approach, just as the recession hit. Managers need to be aware that it is no longer just HR’s responsibility alone to develop talented individuals – troublesome or not – they must be nurtured by senior management. Mavericks should not be ignored and companies that do, run the risk of slipping behind global competitors who recognise their part to play in piecing the business back together as the economy improves,” says Germain.

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Consultants and small business owners are being given the opportunity to learn the secrets of a successful networking strategy thanks to a new teleclass seminar from reputation specialist Judith Germain.

During the one hour teleclass which takes place on 22^nd July at 10.30am, Judith Germain, managing director of Dynamic Transitions, will be revealing how to leverage your personal brand and understand, define and design a networking strategy which gains more advocates and referrals.

Germain, who has over 15000 members in her network which spans Twitter, Ecademy, LinkedIn and as well as various offline networks, is also the Vice President of Blackstar Life Members Community of popular business social networking site Ecademy and has delivered networking strategy training to hundreds of businesses across the globe.

Recruitment Consultant David Shirley has taken one of Germain’s networking courses and says, “Jude covered a fair amount of ground in a short time and I have picked up several pointers around defining your circles of contacts (outer, middle, inner) and who populates those circles, linking together sites such as LinkedIn, Ecademy, Twitter etc, uses for Tweet Later and on, and on. This session was so useful to me as a newcomer to online networking.”

Germain believes that, many consultants and SME business owners forget that people increasingly buy from those that they know, like and trust and being credible and having a good reputational (personal) brand is essential in enabling the buyer’s decision making process to choose them over a competitor time and time again.

“Conducting business in the 21^st Century is substantially different than in the last century and brand perception and delivery is becoming all important. Many consultants and SME business owners dismiss this as a trend that affects big business only but to do so can mean the difference between winning and losing a sale. Brand reputation is becoming the ultimate decision maker and to ignore this trend will put your business and earning capacity in peril,” says Germain.

The Networking Essentials teleclass takes placed on 22^nd July 2009 from 10.30am to 11.30am. There are just 20 places on the course, which costs from just £20. For more details or to book your place visit www.networking-strategy.eventbrite.com/ or call 0208 208 288 0512.

Judith Germain is managing director Dynamic Transitions a leadership company specialising in working with Troublesome Talent ® and improving leadership performance within organisations. Judith provides strategic and network strategy mentoring for senior executives and business leaders and delivers innovative leadership programmes, leadership consultancy, training, coaching and mentoring to corporate clients. For more information visit www.developing-leadership.com or email jude@dynamic-transitions.co.uk

Judith Germain, Managing Director of leadership consultancy Dynamic Transitions claims that many managers have been managing people for years under a reward structure that encourages poor leadership and a reliance on task completion over leadership ability. Therefore in tough times when strong leadership ability is required, many are falling below the mark and are unwilling to now embrace the training needed to improve.

“Having effective and productive leaders are imperative for an organisation’s success and ability to be agile in competitive and changing environments. This is often the reason why many HR departments insist that leadership training is the way forward to rectify the deficiencies in the organisation’s capability. When the HR department advises the management team that they need leadership training this is often met with derision and a reluctance to attend, or worse still if they do attend, assessment following the training shows that in the mid to long term there is little to none improvement in leadership competence,” explains Germain.

Germain suggests that senior management buy in to the training intervention is essential in ensuring that it stands more than a fair chance of being accepted and embedded into the organisation but in the managers’ defence, Germain says that many organisations make the job harder than it should be by implementing the wrong training strategies in the first place.

A major flaw in many leadership training programmes is that they are bought as ‘off-the-shelf’ solutions which have not been aligned to the needs of the business. Such solutions tend to concentrate on leadership techniques without considering how it relates to good business practice. For example, is the ability to understand Situational Leadership or Action Centred Leadership the training course or is the training course how you can apply Situational Leadership etc to your business day? It is a subtle although all essential distinction and one that will make an important difference in whether there will be any behavioural change or desired performance improvement,” says Germain.

Germain also claims that the over reliance on particular learning styles at the expense of others by the trainer and the trainer’s perceived credibility can also have a detrimental affect on the success of leadership training, as can the ability to embrace Social Intelligence into the programme.

“I see Social Intelligence as the ability of taking Emotional Intelligence and applying it to social situations. It concerns itself with how you interact with others and how you assess the situations/environments around you, to achieve a win/win solution or best agreed alternative solution. Social Intelligence is also about how you respond to the different situations and environments that you find yourself in. This is the essence of leadership and one that is often missed by leadership trainers,” says Germain.

Judith Germain is managing director Dynamic Transitions a leadership company specialising in working with Troublesome Talent ® and improving leadership performance within organisations. Judith provides strategic mentoring for senior executives and business leaders and delivers innovative leadership programmes, leadership consultancy, training, coaching and mentoring to corporate clients. For more information visit www.developing-leadership.com or email jude@dynamic-transitions.co.uk

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In an internet-led world where consistency is essential and everything that is recorded there is of a permanent nature, Germain claims that many business owners are simply forgetting that social networking sites are places where reputation and credibility is established, maintained and developed, and are not just a place to ‘hang out with friends’.

“Many business owners take a relaxed and whimsical approach to how they network on places like Facebook, which can be quite detrimental to them. Others join business networks and then remain ‘invisible’ to the membership, ignoring the opportunity to enhance their reputation and find advocates for their service,” says Germain, MD of Dynamic Transitions and Vice President of the BlackStar Life Members Community on Ecademy.

In her recent article ‘How to have the right reputation for your business’, which is currently the most liked article on Ecademy, (and originally published in Better Business), Germain reveals that brand perception and delivery is becoming all important for the survival of the business. Although small business owners often have a habit of believing that this isn’t an issue for them, not realising that it can determine whether their business stands out from the crowd and whether they will secure business from the competition. She explains that when businesses have chosen to pursue a pull marketing strategy (especially on a social network) they need to ‘pass through’ a number of stages to ensure that they are building the right reputation to gain advocacy.

“People increasingly buy from those that they know, like and trust, especially where the purchase is service rather than product related. Being credible and having a good reputational (personal) brand is essential, enabling the buyer’s decision-making process to choose you over another business each and every time. Your business strategy needs to incorporate your personal brand, and how you intend to leverage it. Remembering that with pull marketing, people will buy from those that they trust, it is therefore important to create a brand that is trustworthy, and consistent no matter where it is encountered,” says Germain.

Whilst the current economic climate shows no signs of improving in the short term, Germain believes that the increased competition for reduced customer spend has meant that establishing and promoting your competitive advantage has never been so crucial.

“A good, strong and credible reputation is the one thing which can provide you with the superior and sustainable leverage you need to survive the credit crunch, whilst others around you fall by the wayside, and it will not cost you a penny,” says Germain.

Judith Germain is managing director and principal mentor of Dynamic Transitions.; a leadership company specialising in working with Troublesome Talent ® and improving business performance within organisations. You can download their free article ‘How to have the right reputation for your business’ at www.developing-leadership.com/whitepapers.html For more information visit www.developing-leadership.com or email jude@dynamic-transitions.co.uk

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Germain, MD of Dynamic Transitions and Vice President of The BlackStar LifeMembers Community on social business network Ecademy, suggests that for businesses providing services, it is particularly pertinent to be active on social networking sites where businesses are able to integrate into the community, develop a reputation and establish credibility.

“If your business (and/or yourself) has credibility and a good reputation, it is more likely to be trusted by your potential clients, therefore increasing your revenue and sustainability,” explains Germain, who has created Community Trust Systems™; a concept where products and services are exchanged on the basis of trust that has been conceived and conferred within a trusted community. Peer review and approval becomes the basis that services are bought and reputation is the determinant for selection.

“Many examples of Community Trust Systems™ already exist to buy and sell products, such as Ebay, Amazon and Ecademy. Social Networking sites, as an example of a thriving Services Community Trust System™, are now becoming essential places to establish your reputation and credibility. You cannot be active on these systems as a ‘broadcaster’, constantly talking about yourself or trying to sell your wares. To survive you will need to be having conversations with individuals (not push marketing), providing good quality content and aiming to help those that you are able,” explains Germain.

Germain says that to be an effective networker, you need to understand who is in your network and what relationship they are to you. In a Services Community Trust System™, your network is split into three sections:

# Inner Circle – these are your advocates and close contacts. This is a relatively small number.

# Middle Circle – these are your main referrers and people that you have conversations with. This number may extend into the hundreds.

# Outer Circle – these are people that are aware of your business and what you do personally. Introductions and some referrals take place with these individuals. This number may extend into the thousands.

“In a saturated and depressed marketplace where there appears to be many competitors selling the same service or product, having an effective networking strategy enables all businesses’ (particularly small businesses and consultants) services or products to be advocated. Enabling them to secure more referrals and for the business to cut their marketing costs, increasing their chances of survival,” adds Germain.

Judith Germain is managing director and principal mentor at Dynamic Transitions, a leadership company specialising in working with Troublesome Talent ® and improving business performance within organisations. You can download their free whitepaper ‘Having an effective Networking Strategy is essential for your future’ at www.developing-leadership.com/whitepapers.html

For more information visit www.developing-leadership.com or email jude@dynamic-transitions.co.uk

Having come from a strong operations-focused HR background, Dynamic Transitions’ MD Judith Germain believes that the new ‘map’ should have a profound impact on the way HR is viewed in the business and will increase HR’s power to help the business align the management of people and processes with the needs of the business.

“HR has for a long time been accused of not understanding the business and concentrating too much on admin and transactional activities rather than focusing on what the business needs. This has led to CEOs discounting the value that HR can add and bypassing them when important decisions have to be made. Too often, HR Business Partnering means advising the business of HR’s objectives rather than helping the business meet and exceed its objectives.”

Germain believes that the CIPD is acknowledging that HR needs to be holistic in outlook and specialist in activity. It now recognises that HR needs to have a set of behavioural competencies including being curious, a decisive thinker, driven to deliver, collaborative, personally credible and being a role model.

Germain is delighted that the CIPD is taking a more business orientated approach and predicts that the move towards strategic-led HR will result in a tighter, more integrated approach to managing people across an organisation that will ultimately improve the quality of leadership in the process.

“It is exactly the attributes identified by the CIPD for HR that also make up good leaders. HR therefore, should set an example to the rest of the workforce, especially as it evolves into this more strategic role. By role modelling these key behaviours, HR can help the business move forward,” says Germain.

Judith Germain is managing director Dynamic Transitions a leadership company specialising in working with Troublesome Talent ® and improving leadership performance within organisations. Judith provides strategic mentoring for senior executives and business leaders and delivers innovative leadership programmes, leadership consultancy, training, coaching and mentoring to corporate clients. For more information visit www.developing-leadership.com or email jude@dynamic-transitions.co.uk

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The proposed changes, which could be enforced as early as this year, will have a profound impact on small businesses, especially those that are cash tight. Dynamic Transitions’ MD Judith Germain is concerned that many businesses will simply not be able to cope.

Germain says:

“This move may well be the final straw for small businesses as they struggle to pay bills at a time when resources are low and cash flow is at a premium. Particularly for businesses that employ only a handful of people, losing one member of staff can have a huge impact on the day to day business and this is just yet another added stress that is not needed in the current climate.”

Despite the fact that UK businesses would have two years to implement the new regulations, Germain has real concerns for the immediate impact on the employment opportunities for young women, as businesses feel less inclined to hire and retain women of childbearing age.

“We already know that the recession is bringing about a steep decline in graduate opportunities and moves like this will only serve to see yet more incredibly talented young women unable to secure work and lose out on opportunities to progress their career in a similar way to their male counterparts.”

“The short term financial gain of increased maternity pay for 18 weeks clearly does not outweigh the widespread long term effects on opportunities for women who want to work and have a family. In its attempt to encourage fairer working practices for men and women, Brussels is just pushing the divide further apart”.

Judith Germain is founder and principle consultant of Dynamic Transitions Ltd, a leadership company specialising in managing Troublesome Talent® and improving leadership performance in companies. For further information or to find out more about Dynamic Transitions visit www.developing-leadership.com or telephone +44 (0) 208 288 0512.

Germain says:

“Companies need to recognise the ease with which these tools can be used to improve customer relationships and to engage with them. Generation Y employees have highly advanced online communication skills developed over years of using social media as part of their daily lives. They have the ability to unlock the potential of social media for the benefit of the business, but only if managers take the lead, set the guidelines, and show them how to harness this talent most effectively.”

“Now more than ever, companies need to devise a social media marketing strategy that encompasses the needs of the employees and the needs of the business. It should be their number one priority as it is only by making a determined move into the 21st century, rethinking the status quo and actively integrating the customer and employee journey, that substantial leaps forward for the business can be made.”

The social media buck should not just be passed to HR says Germain, who is also Vice-President of the BlackStar Life Members Community on popular business networking site Ecademy. “It is not just the HR department’s responsibility to manage social media policies. Marketing, HR and Ops need to find a way of working together to devise an effective social media strategy that can work for the entire business. “

Judith Germain is founder and principle consultant of Dynamic Transitions Ltd, a leadership company specialising in managing Troublesome Talent® and improving leadership performance in companies. For further information or to find out more about Dynamic Transitions visit www.developing-leadership.com or telephone +44 (0) 208 288 0512.

Further to news that a number of City law firms are offering trainees up to £10,000 to defer their training, Dynamic Transitions’ MD Judith Germain believes that many firms will be using the opportunity to see which graduates have stronger leadership tendencies by observing how productively they spend their free time.

“Many graduates may be drawn into seeing this as a free ticket to a year of ‘loafing’ before they start their training, but in reality they need to realise that they are also being tested to see how self-motivated they can be when left to their own devices. Law firms are making the decision to defer start dates because they feel they need to in the current climate. This doesn’t mean they will not be watching to see how their trainees use their time,” says Germain.

Despite claims by some firms that there is no stipulation on how trainees spend the time or money, Germain urges trainees not to take this at face value, or be too complacent about their job prospects next year.

“The fact that some firms have gone as far as telling trainees that they need to do ‘something useful’ in the year, suggests that there is likely to be consequences for those that don’t. I predict that this time will be used to assess from a distance how these individuals use their time and those who don’t take it seriously may end up finding their places withdrawn next year, which may actually hurt their future career prospects.”
“Graduates should use the time to ‘round off’ their experience by doing relevant work or by enrolling in further education. Employers will be more impressed with those that use their time well,” says Germain.

Judith Germain is Founder and Lead Consultant of Dynamic Transitions Ltd, a leadership company specialising in working with Troublesome Talent® and improving the leadership performance within organisations. They provide strategic mentoring for senior executives and business leaders/owners and delivers innovative leadership programmes, training, coaching and consultancy to corporate clients. For more information visit www.developing-leadership.com or email jude@dynamic-transitions.co.uk