We have many forms of social media that keep us busy (sometimes we are just busy being busy, don’t you think?).
Are we trapped inside our specialisms? Be that social groups, teams, pockets of knowledge, companies, organisations, universities, colleges, parliaments, media itself, banks, hospitals, schools, bowling clubs and more ? Are we in our own little tribe?
Daniel Kahneman (Thinking Fast and Slow) says we are ‘blind to our blindness’, we fail to see risks and opportunities that when we think about them later (oh hindsight) we know that we could have done things differently.
Why do we do this? What do you think? Communication between teams, societies (be those clubs or cultures) is patchy. Are we all too busy nowadays using social media to say what we want to say and not listening to what others are saying or even, not saying? Or are we reading between the lines to understand from our own reality? Is it just at work or is it also out there in society that we live and work in silos? Be those organisational silos (ivory towers/own realities) which Gillian Tett speaks of in her book ‘The Silo Effect’ or our own individual silos?
As a group or as an individual we like to fit others into labels, slots, or pigeon holes. We tend to understand from our own reality, from what we know and believe to be true from our own experience, or what we have learned from others in order to fit in (or not).
As human beings we do have an innate need to ‘get the world to fit’ to our own reality and many of us naturally seek out those people and those things that match our own reality. But do we listen and look at how people and systems interconnect with an open mind? Do we ask ourselves how people connect with us and to us? Do we examine parts of life we don’t want to talk about because they don’t fit with our reality, because we find them dull, boring or even off-limits?
Do we listen carefully to what other people say and check if what they say also fits with what they do? Do we check that what we say fits with what we personally do? Or do we dismiss people out of hand because they don’t fit with our reality?
I’m curious what you think about the above comments and how you communicate with other people. Please share or comment here and if you would like assistance or tips or suggestion on how to improve communication and understanding. Please contact me.
Contact me Rosie O’Hara via the Developing Works website, or telephone +44 (0)7796 134081, +44 (0)1224 900748, +44 (0)1309 676004.
Any company or organisation requires strong management to create direction, to engage staff in the vision and mission of the company or organisation.
Good management fosters commitment, ensures productivity is met and makes the strategic decisions around the future of the company or organisation enabling everyone to meet the joint goals effectively for the company and in a way that is workable for the individual
Large corporates have management teams, for SMEs it is just as important to have talented people who take on management duties. For business owners or entrepreneurs the danger can be to spread yourself too thinly because it’s your vision and only you know how to do ‘this’ (your vision) properly.
One choice to ameliorate this is to bring in external people who have experience as well as skills to strengthen the management team and improve the company’s competitive advantage. When making this decision experience is important. In my role I come across many graduates who tell me they are floundering due to lack of experience – coaching externally can help them with these issues, as they are more likely to admit their weakness in confidence to a person with no vested interest in the company.
Alternatively assessing the skills and competencies of existing staff and coaching or mentoring them into a new role will work towards building a robust management team.
Whatever choice a business owner or HR department makes both the candidate and existing staff will need careful mentoring or coaching. This mentoring or coaching can be carried out internally by senior management or the company owner to ensure that those who have been there since the beginning (or for a long time) and are extremely good at what they do, do not feel undermined. Should this not be possible for the owner of an SME due to time restraints or for practical reasons or in a large company where impartiality is required then working together with an external coach is probably the best option. A good coach provides a sounding board and will help the individual clarify and question their judgment, as well as guiding the to manage and work with others.
At times dependent on a person’s previous role models, perceptions, possible insecurities etc. their behaviour when brought into an existing team or promoted from within the company can lead to friction. Coaching or behavioural change work will help with this creating an environment where everyone performs at their best.
It is important to assess the time/cost factor for building your management team, in terms of do you carry out coaching or mentoring internally or do you bring in an external person. Whichever choice you make the value of retaining your internal knowledge base weighed against the potential loss of information that all good employees keep in their heads is never quantifiable until lost.
Team building is important so that they not only understand one another’s strengths and weaknesses but also so that they have the skills to cope with these too. Whether these skills are new behaviours or influencing skills.
Working on how the team works together as well as their individual wants and needs is vital for cohesive team working. Part of this is ensuring that they complement each other in respect of skills and experience and behaviour patterns. That they are capable of working together and taking and giving instructions where necessary. How they cope with stress. How they are motivated. The right mix is vital, a mix made up of individuals who understand the challenges faced by the business and who support one another honestly (instead of shrugging and say ‘oh he/she is like that, there’s nothing you can do).
I’d like to hear or read what others think of this post and whether you agree or disagree with and if you have any questions please ask.
If you’d like to know more about career management coaching and how the LAB Profile® might help you in your choices, contact me Rosie O’Hara the Developing Works website, or telephone +44 (0) 7796 134081, +44 (0)1224 900748, +44 (0)1309 676004.
It’s probably something you never gave much thought to.
I recently came across a post from one of my contacts on LinkedIn it said –
‘Hostile listeners are often on the left of the speaker and concordant ones to the right. At a table, change positions to neuter conflict.’
I wondered if the person posting had come across this an exercise that I taught first to teachers and trainers and then to children and then back to business people – here are two versions below – perhaps you’d like to try it out and let me know what happens?
Checking your Approachable Side
Few of us are aware that we have an ‘approachable’ side, and the implications this can have for conversations with others. This approachable side also applies to learners too. We have a ‘better / preferred’ side for taking on learning.
This is a fun exercise with huge implications we have found.
Are you more approachable from one side than the other?
A remains standing on the spot
B thinks up a question and asks the same question from three different positions
A’s task is to notice the differences in his/her response and feelings to the question.
B approaches A from A’s left, stands still and asks a question “Could you do me a favour and lend me some money?” B gives A time to notice and fix A’s immediate response.
B moves away and approaches A from the right and repeats the same procedure.
Finally B approaches from the front.
Give feedback away from the spot on which A was stood. What did A notice, what did B notice and what did C notice? Carry this exercise out for all three participants.
Debrief – will this have an effect on where you might stand / sit in the classroom (and at meetings as well). Notice – are there sometimes pupils (people) with whom you have difficulties? What would happen if you moved or asked to sit somewhere else?
and with children we used this version
Checking your Approachable Side
Working in three
Person A remains standing on the spot.
Person B thinks up a question and asks the same question from three different positions, such as ‘can I borrow your pencil?’ (Make it a realistic ask or it won’t work).
Person A’s task is to notice the differences in his/her response and feelings to the question.
Person B approaches A from A’s left, stands still and asks a question “Could you do me a favour and lend me your pencil?” B gives A time to notice A’s their immediate response.
B moves away and approaches A from the right and repeats “Could you do me a favour and lend me your pencil?” B gives A time to notice A’s immediate response.
Finally B approaches from the front and repeats “Could you do me a favour and lend me your pencil?” B gives A time to notice and fix A’s immediate response.
All three of you get together away from the spot on which A was stood and talk about what you each noticed. What did A notice, what did B notice and what did C (the person watching) notice?
Carry this exercise out for all three of you.
Notice – are there sometimes people with whom you have difficulties? What would happen if you moved or asked to sit somewhere else?
So you know the John Lennon line ‘Life is what happens to you while you’re busy making other plans’? I’ve learned in life to become really good at avoiding things or planning for doing something different. These so-called ‘opportunities/challenges or whatever, let’s face it when you’re running a business and who knows what else they are just a bloomin’ nuisance .
You know the situation – you knew exactly (more or less) where your life was/is going. You’ve done all the planning, all the strategy stuff and ……………….. well a multitude of things can happen, or may happen and sometimes they do. Or sometimes it’s just one simple thing that upsets the apple cart so to speak.
Client cancels, car won’t start, child throws up (sorry), child comes out in spots – school/nursery says sorry must stay at home, client goes bankrupt, loses funding (let’s be topical here), your partner is arrested, someone dies (ok it’s getting worse), partner breaks leg as you go on holiday, you miss the ferry coming back, next one is 2 days later, you find out you have cancer – you know those things some peple seem to take in their stride !
There are options:- headless chicken syndrome, sit down and cry (quite good for a minute at the most – trust me), scream, shout, blame someone else (worst one I think personally – trust me they won’t sort it out).
Being in a good and useful state is something I talk about a lot in my work. After all we can ‘get in a state’, and mostly we say things like ‘look at the state of him or her’, ‘why did you get yourself into that state?’, ‘what a state you’re in!’ So in the UK (because in the US and perhaps other countries a state is a place in which you live, so you could change state;)) and in the training we provide (you can find me at http://www.nlphighland.co.uk for more info) we encourage people to find a good and useful state.
When you have a moment think of 5 separate times in your life when things have been going really well ,and for each one think of a label. Do it one at time – here are some suggestions Confident, Peaceful, Courageous, Enthusiastic, Motivated, Excited, Powerful, Focused, Blissful, Empowered, Successful, Relaxed, Loved, Joyful, Healthy, Humorous or anything else you like.
Thinking about each time separately so for example Confident, think about that time see what you’re seeing, hear what you’re hearing, and feel how you’re feeling when you are confident then and when you have all of that in your mind and body; press on a point on your collar bone and ‘anchor’ that confident state.
Do the same thing for each of the 4 other ‘states’ you choose and press on or ‘anchor’ on the same spot. Then briefly think of something else like doing the dishes, just briefly. Then press on your collar bone again in that spot and notice what happens. If you need to, repeat the process until it’s all really powerful and now you have an unobtrusive ‘anchor’ for a ‘good and useful state’ that you can use anywhere at any time.
So if ‘life get’s in the way’ again, – press on your collar bone.
1 You chose the wrong coach
Coaches deal with different aspects of life and work. (Did you ask yourself ‘do I want someone to offload all my worries to and to be listening and sympathetic ear and say there there’ or did you ask ‘do I want someone to motivate me? Or did you ask ‘do I want someone to help/guide/assist me in my career or business?’ Different coaches deal with different aspects.
Did you ask ‘do they have business experience?’ What kind of training do they have? ‘Are they recommended?’ Notice when you initially meet them do they carefully question how you say what you say or do they rephrase or paraphrase your language and you’re too polite to comment.
2 You relied on the coach to tell you what to do
The only person in life who is in charge of you is you. You are ‘driving your bus’. Admittedly there will be times in everyone’s life when we want to give and or abdicate responsibility. Ultimately you have to make your own decisions without hearing from someone who tells ‘oh that happened to me, what I think you should do is….’ Incidentally ‘should’ is about the other person about how they think or tell you what to do. You will most probably ultimately find that what you should do (according to them) was not the right thing to do.
3 You weren’t in the right place at the time
Coaching is not intended to resolve the deeper underlying issues that are the cause of serious problems like poor motivation, low self-esteem and poor job performance.
When we go into a coaching relationship we do that in the belief that we are self-aware and a ‘whole person’ and that we have chosen coaching because we don’t require a therapeutic intervention. It can be that even with underlying issues we will experience success within a coaching context even without resolving the underlying issues. If we become ‘stuck’ and the coaching is not achieving desired results, then a therapeutic intervention may be necessary for me to move forward and achieve your goals. Therapeutic interventions are not coaching and even coaching using NLP is not therapeutic and as a coachee you need to be clear on that.
4 You didn’t like the task you were given. If you and your coach agreed that you would do certain things by a deadline and you didn’t like what you agreed. Then there are options:
A. Life got in the way
And it does, tell your coach and re-arrange the deadline. Be aware – if you keep on changing your coaching dates – do you need to ask yourself ‘why am I allowing this to happen? After all the most successful people in life juggle things, work through things, overcome obstacles, ask for help, delegate and more.
B. Say you didn’t/don’t like it and then talk that through with your coach. Your coach
Your coach offers you a supportive and motivating environment to explore what you want in life and how you might achieve your aims and desires and fulfil your needs. There is no such thing as failure in life and your coach’s job is to enable you to get to where you want to be.
C. Give up and say coaching didn’t work for you
If you choose this option perhaps ask yourself how willing you are/were to commit and if you are prepared to make changes to your behaviour(s). When we stay the same so do other people. Or other people actually become worse because they will tire of our behaviour.
Bear in mind when you change your team or change your job you will still take you with you. We have to ‘be the change we want to see in the world’.
Sometimes we get in our own way with our beliefs. Discuss this with your coach, be open and honest with your coach (and yourself). Say what didn’t work and get them to assist you to get to where you want to be. The coaches job is to assist you commit to action and be a sounding-board for your experiences.
D. Ask your coach to help you
If you coach has additional qualifications such as NLP, CBT etc. they are in a position to assist you but you both must agree that this is what happening. Or get your coach to recommend you to a qualified practitioner or find someone who someone else recommends, in that they have worked with them.
E.You didn’t like the fact that your coach asked you to set goals/outcomes/objectives.
In the coaching sessions you and your coach will generally be more concerned with the practical issues of setting goals and achieving results within specific time-scales. Coaching allows you the personal space and support you need to grow and develop. Your coach’s key role can be in assisting you to maintain the motivation and commitment needed to achieve your goals. However they aren’t there to ‘kick your butt’ or be ‘on your case’ every day. If you think you need that then there are behaviours and beliefs that could do with changing on your part.
Only you are in charge of you and only you will do what you agree to do with yourself.
If you’d like to know more about coaching with me Rosie O’Hara please contact me via the Developing Works website, tel. +44 (0) 7796 134081, +44 (0)1224 900748, +44 (0)1309 676004.
In the last post I wrote about staff not taking initiative when a customer has a problem, of following a policy or procedure. ‘Company rules are…’, this is our policy on complaints’, ‘please read this and write into our head office’. The latter often heard at airports when the passenger with the problem wants and possibly needs a result – now.
An unhappy customer becomes impatient and is frustrated, they can get louder than usual (and don’t always realise this). They no longer care about rules and procedures, ‘gimme a result – now!’. Telling them what to do is a red rag to a bull. The worst case scenario is that they will rehash old wrongs.
And what do companies and those who train people in customer service do? They teach employees to be calm, to say phrases such as: ‘if you shout at me I will terminate this call,’ ‘don’t raise your voice at me.’ Such actions merely light the fire under the potentially explosive situation. Even if the customer appears to physically walk away, they will remember. They will remember every single thing you and your organisation ever did wrong and the experience will imprint on their memory and they will tell other people.
Two solutions – as a customer it really helps to say ‘I’m sorry to bother you, but could you help me please.’ This is so disarming to most people they will help you. Even the most intractable and jobsworth people will listen and often point you in the direction of a colleague who is known to be helpful. Taking on some of the blame yourself really helps. It might not be what you really want to do, but it can help.
When you’re providing the customer service, being aware of how the customer is reacting using appropriate LAB Profile® Influencing Language is really appropriate, useful, customer friendly and will get you repeat business (at times there are customers however who make their own completely internal decisions and cannot be retained – they are a minority).
The customer knows he or she is right, it helps therefore if you are in customer service to get the aggrieved customer to listen to and understand you, start where they are – ‘I know this must be really awful for you ………..,’ ‘you may want to consider’, ‘this may be in your best interest,’ ‘may I make a suggestion?’
They want you to break the rules for them, your policies and procedures are not of the slightest interest to them. They want you to do something now. And you might well be surprised to find that at times when you’ve agreed that the situation is terrible, and used some of the LAB Profile Internal Influencing Language you may want to consider, this may be in your best interests, may I make a suggestion?. You might be surprised if you say to this upset customers, whilst I can’t get you on a flight right now, I can get you a meal to begin with (and let them know you’re not supposed to do, it’s breaking the rules just for them but you’d like to help) and I can arrange for you to use a phone privately and I can locate your luggage and I can help you to find some accommodation. Then it’s highly possible that the upset customer will calm down and will listen to you and later will let everyone know how well their problem was treated.
Don’t just believe me, try it out for yourself or ask me for some info or clues on how to find out more about this. There are tools and a tried and tested methodology.
Rosie O’Hara is one of the UK’s foremost Trainers and Consultants of the Language and Behaviour (LAB) Profile®, Words that Change Minds. Her background is in mechanical engineering and the German language – more information on uses of the LAB Profile® for Team Building, HSE, Management, Negotiation, Market Research, Recruitment and in Executive Coaching and more contact Rosie on 07796 134081, 01224 900748, or 01309 676004 or take a look at the website click here
Anyone reading this will recognise themselves in either having been on the receiving end of this, or having had customers, clients, clients, delegates complain about this (in this case you might perceive the other person to be wrong).
This is not based on one particular case; rather it’s a summary of many different experiences, many of us will have had. Ever been somewhere where your needs are largely ignored because staff is getting things done’? Clearing tables, looking busy behind a desk or counters etc? The person you would like to help you or take you seriously is too busy focussing on the task rather than the person?
When as a customer you are unhappy, no one takes the initiative to put things right. It’s more the case that it seems too much trouble, or our procedures won’t allow that (airlines are good at this).
The member of staff of whom you expect help behaves as if you are just a downright nuisance. Sometimes they make the ‘right noises’ but then later you discover they did nothing? They say they’ll ‘pass the message’ but they don’t.
They repeatedly tell you what they can’t do, without offering any alternatives? An example of this and the previous question. We had a training room booked for 7 people on arrival there were twenty seven chairs in said room and two large tables (no tables required). We asked for the tables and twenty chairs to be removed. We were told ‘we have nowhere to put them,’ and asked ’are they really in your way?’and then ‘it makes it easier for us for later.’ I was told I was being unreasonable in my requests.
The staff whoever they are follows a set procedure, ‘read our customer policy’, ‘complain to our head office’, ‘I can’t do that for you’.
In terms of the Language and Behaviour Profile this translates as – Things, tasks, objects are more important than People – who pays the wages, affects your bottom line?
Staff are reacting – they will respond, so they don’t totally ignore you, but they are unwilling to take an initiative.
The staff and often company behaviour is that they believe that anyone who does not fit their expectations is completely out of line and odd.
These are people who would rather work alone, a common hiring error – companies ask for and hire people who can work ‘independently, at their own initiative’ – this leads to people whose preference is to work completely alone, i.e. in a darkened room with absolutely no customers around to bother them. Customers disturb them, get in the way of the things they have to do, keeping the place tidy, neat, looking good, and making life easy.
Staff only notice what is wrong or can’t be done in respect of the customer or client,
The staff are focussing on a process, rather than a service. On a linear progression that has no time, room or facility for dealing with complaints. The problem with this process is these people who have been hired to follow this process are people who once they have started, they cannot stop. Hell mend you if you interrupt them. They must get to the end of the process this is how they are made.
Recognise some of this in customer service you have received, or customer complaints you have had?
Next time ways to deal with this – from both angles
Rosie O’Hara is one of the UK’s foremost Trainers and Consultants of the Language and Behaviour (LAB) Profile®, Words that Change Minds. Her background is in mechanical engineering and the German language – more information on uses of the LAB Profile® for Team Building, HSE, Management, Negotiation, Market Research, Recruitment and in Executive Coaching and more contact Rosie on 07796 134081, 01224 900748, or 01309 676004 or consider the information on this website here
This is a transcript of a technique that I wrote in 2010 and meant to include in my second
book ‘No More Bingo Dresses’ and for some reason didn’t.
This technique is based on modelling work carried out by Richard Royce in 1995; he modelled 3 individuals of whom I was one. I recently (2010) realised I had used and put into practice this technique far faster than ever before in my life (and now unconsciously), partly due to my knowledge and skills and experience in NLP and also partly due to the realisation I needed a faster reaction than I might have had in the past given such a “crisis” and the need for me to “move towards” to a good and useful result in life, to be “proactive”, and take control over my life.
This exercise is useful to learn in case of crisis times which may occur and also to work with individuals who are in a crisis state and can’t yet find the way out.
What follows is the practice exercise to use in a group to develop an understanding. When working with an individual, presuppose they already have the physiology to avoid too deep an association.
Sit or stand in a position where you are on your own (isolation), look down (avoidance), feel tension in your stomach and your back. There is an overwhelming blackness descending on you and everything is becoming hopeless. (Only allow this to happen for a short period of time).
Whilst still accessing this hopeless state, start to look up to the left and right, whilst doing this breathe into the blackness in the stomach, move both hands “weighing up possibilities”, slowly move the shoulders back, breathing, breathing all the time, noticing relief, noticing how everything is becoming easier, there is a way forwards, there is a way out of this. Notice how the feeling in your stomach lifts up and moves away.
Ask yourself what possibilities are there? What opportunities do I have? What happens when I make my own decisions? What will make me feel good? (Advanced NLPers will know to ask themselves “how can I make myself feel good?”).
Tell yourself – I am capable, I can be in control, I am in control.
Step outside yourself and look at the new you, you are becoming, strong and dependable, in control. Do you need to add anything to this?
Take this new you and move forwards, starting to plan, create a series of visual images of places to go, things to do. Where do I go to ask? What will I see in the future, what will that future look like, sound like and feel like? What resources do I need, which of those can I create myself?
Anchor this new you in appropriate way. If necessary go back and practise, tweak, add and change whatever is necessary.
Contact me via http://www.developingworks.com or +44 (0) 7796134081
Do you like to be told what to?
Most of us don’t usually. We want to decide for themselves.
Depending on how we say and do something (or don’t say and do it), our ideas will be considered or immediately dismissed by the other person/other people. When people are processing life, the world and the universe in this way, they are have an Internal Motivation Pattern.
When people are in Internal Mode, they like to gather information and evaluate it for themselves and hate having someone decide for them. In fact, they love to make their own decisions, based on what is important to them.
So here are the Top Ten Things to Avoid Saying to an Internal (or someone who feels that way)
Words That Close Minds
1. You should …… (almost guarantees they won’t)
2. I need to talk to you. (especially unhelpful to say to your partner in life)
3. I have the solution to your problem.
4. I know what you did wrong.
5. I know why that won’t work.
6. I told you so.
7. I have a better idea.
8. You should have an open mind about this.
9. Here’s what everyone thinks about what you did/do/will do.
10. No one is doing that any more.
Top Ten Suggested Things to Say to an Internal
Words That Open Minds
1. I have an idea that I’d like to run by you to find out what you think.
2. May I make a suggestion?
3. What would you think if we ……?
4. When you are deciding about X, what are the most important things?
5. I have an idea that may not be completely useless.
6. Here’s what I think….. what is your opinion?
7. You said that X, Y, and Z were important, so that’s why I’d like to suggest ….
8. Here is something that you may wish to consider.
9. Here is something that you may wish to avoid.
10. You be the judge.
It’s interesting to note the differences between the two approaches. The first list is mainly about you deciding for the other person, while the second encourages the other person judge for his/herself.
Which list ‘makes you feel better’? Which list do you think would get you better results?
With thanks to Shelle Rose Charvet
For more info on Words that Change Minds please click here
The easiest way to spot limiting beliefs is to listen to your ‘self-talk’ when things go badly. Typical examples of limiting ‘self-talk’ are ‘I’m no good at …’, or ‘I can’t …’. Each time you talk or think in this way, the belief becomes more entrenched.
The good news is that this limiting way of thinking can be changed to ways of thinking that are truly empowering. The following process is a good way to do this:
1. Write down your limiting belief and ask yourself – ‘what will I get from changing this way I think about things?’
2. Ask yourself ‘Am I ready to change this way of thinking that’s holding me back?’ Check that the ‘yes’ is a true yes and feasible. If not, what is getting your way? Do you need to do some work on that?
3. Ask yourself ‘What would be a more useful way of thinking, instead?’ Write down that answer.
4. Turn your answer into a linguistic process, one that has progression in it – here’s an example – find something you can ‘do’ to make the statement more believable. Use words such as begin; start; prepare; establish; grasp; learn; master; realise; understand.
Such as ‘I can be good at networking/meeting people/asking for my needs to be met.’
5. Make it enjoyable. Find words that would make the more useful way of thinking motivating, such as comfortable; easy; effective; effortless; elegant; enjoyable; fantastic; magical; magnificent; successful; thrilling. For example ‘I can enjoy being good at networking/meeting people/asking for my needs to be met.’ ‘It’s effortless being good at networking/meeting people/asking for my needs to be met.’ ‘It’s easy being good at networking/meeting people/asking for my needs to be met.’
6. Write down the final version of the new more useful way of thinking and notice any objections that come up for you, any little voices in your head. Symbolically let them go by writing them down, or saying them out loud, until no more objections are left. They are no longer unconscious objections now, no longer getting your way.
7. Now take a minute to imagine living with this new belief for a whole day. Would it cause any problems? If so, fine-tune the new belief until it causes no problems. Do a final check: ‘If I could think in this more useful way would I take it on board?’ Check you get an answer from yourself that you are truly happy with, and that this new way of thinking is truly motivating. What evidence will let you know it is coming true for you? Practise acting ‘as if’ the new way of thinking is yours on a daily basis until it becomes so.
8. Finally ask yourself ‘What will be the first evidence (what will you see, what will you hear and what will you feel) that this way of thinking is coming true?’
If you’d like to know more contact me Rosie O’Hara the Developing Works website, or via my Coaching Website tel. +44 (0) 7796 134081, +44 (0)1224 900748, +44 (0)1309 676004. And please ask questions or comment here or contact me directly.