Category Archives: leadership and management

Summer 2013 offer for UK Fire Service

Fire training offer

We want to help our Fire Service customers get real value out of their training investment and to make every penny count where government spending cuts are concerned.

Which is why if you book any 2 days of training (any topic of your choice) to run between 15th July and 15th September 2013, we will give you, completely FREE* of charge, one of the following:

“NLP: Robust Techniques for the Business World”
(A half day seminar for upto 12 participants)


“Dealing with Difficult People at Work”
(A half day seminar for upto 12 participants)


Executive Coaching
(Half day – 2 sessions of 1½ hours per person)

You can take advantage of this offer within the specified period as many times as you like.
MLR Business Consultants Ltd, preferred suppliers of Management & Leadership Training to the UK Fire & Rescue Service (South East Region) are pleased to make this special offer to kick start your summer training schedule, and at the same time allow you to sample for FREE some of our Coaching and Training products that maybe you haven’t tried so far.

For more information see the Learning Zones on our website or contact us here.

*the free half day must take place in the afternoon immediately preceding, or in the morning immediately following a day of booked training, delivered within the specified period, 15th July to 15th September 2013

The Manager as Coach

Spotlight on...

Spotlight on…

“How far do we want our line managers to take responsibility for growing our people? . . . In our organisation, is that part of the manager’s job?”

It is worthwhile every organisation (whether public or private sector) asking this question.

If we conclude that we want managers to take that responsibility, and that yes, it is part of a manager’s job to grow ‘the next generation,’ there are three steps to follow:

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Our journey with the Fire Service so far…

Fire Service Training

Fire Service Training

It has been 18 months now since we won our three year contract as preferred suppliers of training to the UK Fire & Rescue Service, South East Region. And, alongside our hugely successful BTEC programmes, we have designed and delivered a range of well-received (non-accredited) management courses.

With numerous successful and enjoyable programmes behind us, and plenty more in the pipeline, we pause to draw breath and reflect.

Over the last year and a half, MLR have run a whole series of BTEC Level 3 courses in Leadership and Management – some for single brigades, where the brigade can field enough candidates to make up a whole course; others are “composites” where several brigades agree to share a course at a central venue.

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NLP (Neuro Linguistic Programming) represents a practical toolkit for making goal setting, planning, decision-making, and all kinds of communication at work, stunningly more effective. Introduced to the UK from the States more than 25 years ago, much of the British business world thought of NLP initially as a bit “left field”, perhaps not very relevant to the operation of industry and commerce, or to the way people conduct themselves at work on an everyday basis.

They couldn’t have been more wrong. In many organisations, sales directors and sales managers were the first to recognise the potential of NLP for raising their game. Now, NLP is accepted as a fast-track skillset to help all functions of any business achieve more of what they want – ethically, and cost effectively.

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Top Tips for Choosing a Training Provider

Training1.    Decide specifically who your participants will be, and list the things you want them to be able to do by the end of their learning process.  This is much more useful as a basis for discussion and planning than simply a course or subject title.

2.    Choose between three and five providers for an initial approach by telephone.  A word of mouth recommendation from a colleague or associate is a good way to source providers, or of course you can research a few websites.  Ask about their experience in delivering this type of training, and about fees.  You can also ask them to send you sample programme outlines.

3.    Interview two or three “shortlisted” providers personally, and ask how they can build and deliver the learning outcomes you want how long it will take, and how much it will cost.  This will give you more relevant information, and will be a better test of the providers’ experience and capabilities, than simply asking them to “come and present what they can do”.  Ask for a written proposal.

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“Trouble Shooting” for Wobbly New Year Resolutions

management training

management training

Now February is here, are your best intentions starting to crumble at the edges? Is your New Year determination disappearing and your motivation beginning to melt?

Revisit and re-boot your Resolutions using our 6 easy-fix tips below:

1. Did you make your goal specific?
A target of “improving my interpersonal skills” is vague – it’s hard to know where to start. More useful, for instance, might be “to start conversations with three new people each week”.

2. Is your goal achievable enough to be motivating?
Success is a real boost to keep you working at your resolution. An over-ambitious goal soon seems daunting or impossible and you are tempted to give up. If your ultimate goal is indeed ambitious and therefore long-term (3 months or more), break it down into separate milestones to achieve by the end of each month. Each milestone should be specific as above!

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How to make the most of Performance Management: 5 FAQs

Performance Management

How to make the most of Performance Management

Video: How to make the most of Performance Management: 5 FAQs

This video asks five frequently asked questions around performance management and MLR’s Training Director, Margot McCleary, offers viewers some valuable advice.

Video in summary:
1)    What is the difference between appraisals and performance management?

Appraisals are like snapshots that summarise employees’ performance over a given time period. Performance management is best described using a 5 step process:
•    Clarify role and performance standards – make expectations of the role clear
•    Assess performance – does the employee’s performance exceed, meet or fall short of expectations?
•    Review performance – conduct a mutual conversation with the employee to review performance
•    Set performance objectives/goals – work with the employee to set performance targets for the following year
•    Plan development – with the employee, plan with them how they will meet their objectives

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