Archive for the ‘Jenrick IT’ Category

3 Easy Ways for People to Take On Your Advice by Kay White

Tuesday, November 4th, 2014

Kay White is an expert in communication and is a regular contributor to the Jenrick Blog and Digest Newsletter. Here is another superb article from Kay to help you should (1)enhance the effectiveness of your communication…

“Now, what you should do is…”  

“Well, it’s obvious, you should do this, then you should do that and then you should tell them you’ve done it”.

Should do.

What you should do and what you want to and actually do are often very different things.  Even if the advice we’ve been given is spot on, the fact that we’ve been told we ‘should’ do it is often the very reason we don’t follow it or take it on.  So if that’s the reaction we have, it’s the reaction that others will have when we ‘should’ all over them. Hmmm.

There’s something innately irritating to be told we should be doing something.  It implies – this is the subtle, savvy part to understand – it implies that we’re not doing something right and that the other person is wiser that we are.  It’s implicit that we’ve missed a trick and they haven’t.  That they know better exactly what will work for us. Grrrrr.

That’s the feeling that so often comes up.  Well, in reality, we know best – better than anyone – what works for us and as we all know, making a decision ourselves and then sticking to it is always more powerful than carrying out other people’s advice.  We own the outcome and, as such, are responsible for the result. (Or, in this case, response-able).


‘Four Principles of High Performing Teams’, by Jonathan Gregory (Enterprise Architect at Elsevier)

Tuesday, October 21st, 2014

Jonathan Gregory, Enterprise Architect at Elsevier, has enabled CxO executives to transform their businesses with technology strategies.slide-1-1024

Adept at articulating technical concepts in business terms to non-technical people, he inspires those around him with his creativity and passion.

READ THE FULL ARTICLE: To download the full article, please click here.


If you need advice on hiring the best talent within your organisation to create effective, high performance teams, please contact Jenrick IT, Award winning IT Recruitment consultancy on 01932 245 500.

The Leadership Secret to Supercharging your Team

Tuesday, October 21st, 2014

There is often the assumption that intellectual intelligence is the key factor that will enable a leader to drive a team forward in business.


However, Goleman, one of the country’s best-known writers and researchers on the subject of leadership, suggests that in fact a higher proportion of the competencies that distinguish the stars among leaders boil down to emotional intelligence.

The following article ‘The Leadership Secret to Supercharging your Team’, considers the main aspects of emotional intelligence that determine the success of an individual, from self-awareness to empathy and social skills.


“So you were first in your MBA class and have the smarts of Jeff Bezos and Marissa Mayer combined. If you want the brightest possible future in business, you may still have a few things to learn.

“During our school years, there’s this fallacious sense that only how well you do academically is going to matter in your life,” says Daniel Goleman, one of the country’s best-known writers and researchers on the subject of leadership. “Once you get into a business, particularly if you’re an entrepreneur, you know that’s nonsense. Lots of people with straight A’s wind up working for people who were B students. I once spoke to a roomful of CEOs; I  asked, ‘How many of you were magna cum laude, had the highest grades in your class when you graduated?’ Out of 200 or 300 people, it was about 1 percent. I said, ‘There goes the assumption that how well you do in school determines how well you do in  business.’ ”

Then what does determine how well you do? Goleman has spent three decades finding out.”

READ THE FULL ARTICLE: To download the full article, please click here.



If you would like advice on the subject of leadership, please contact Jenrick IT on 01932 245 500.

How To Tell A Job Candidate ‘We’re Not Hiring You’

Tuesday, October 7th, 2014

All hiring managers will agree that one of the most challenging yet important stages of the interview process is when they have to turn away an unsuccessful candidate.

We wanted to share this fantastic article from, explaining how best to approach candidate rejection, ensuring that both yours and their reputation are not damaged and they leave as a strong ambassador for your company. The article has been clearly written for the US market, however, the underlying messages can clearly add value to this aspect of the recruitment process, no matter where your organisation is based.


Managers have a lot on their plates. Goals and yardsticks and project plans get a lot of airtime. They get a lot of attention at work. Sticky human topics get the short end of the stick. They get swept under the rug.

When you post a job opening and you interview candidates, the conversations can be fun. They can be intellectually stimulating and give you lots of ideas as a hiring manager. You get good ideas even from the people you don’t end up hiring.

It’s easy to forget during the fizzy days of back-to-back interviews that most of the people you’re meeting will not get the job. You’re going to have to tell each of them “no thanks” before this process is over.

Way too many organizations do a horrible job of conveying the news “Thanks, but no thanks.”

Compounding the problem is the fact that in the middle of a job interview, the manager can be over-excited. He or she can say things out of turn. I’ve seen it and heard about it countless times. The manager says things like “I don’t know why you couldn’t do this job” or “You’re one of my top candidates” or even “I can easily see you in this job.”

These are really bad things to say, unless there’s a commitment behind the statement. What job-seekers go through is bad enough without also having to hear false-hope-raising statements like “I can easily see you in this job.”


Career Change – Finding a Career that is Meaningful and Rewarding

Tuesday, October 7th, 2014

The team at Jenrick IT have been helping people successfully find jobs, alleviating much of the uncertainty associated with changing career.dandelion-banner

When someone is seeking their dream career, we believe it’s important to explore and learn about them as an individual, their skills and experience, to assist them in finding them a job that is both meaningful and rewarding.

The article below that we found via careerchangepathways, elaborates on what we believe to be the key areas to explore when making the decision to change career, particularly when it comes to self discovery.


Do you wish you could feel excited and passionate about the work you’re doing?

A career change can be your path to finding work that inspires you and makes full use of your unique strengths and natural talents. Work that you enjoy doing and that you can’t wait to share with others.

But before you begin thinking about what your next career will be, take some time to become an expert on you.

The only way to learn what sort of work and work environment would suit you best is to discover (or re-discover) those aspects of yourself you may have ignored or “put aside”. Self-knowledge is important when changing careers.


Motivating Video: Leading Collaborative Groups

Tuesday, September 23rd, 2014

Team collaboration remains at the forefront of Jenrick IT’s working processes and to complement this approach, we found a superb video featuring John Abele, co-founder of ‘Boston Scientific’ and author of the ‘HBR’ article “Bringing Minds Together”, where he explains how to effectively manage teams.


If you are seeking advice on effective team management for your organisation, please contact Jenrick IT, Award winning IT Recruitment consultancy on 01932 245 500.

The Secrets of Winning: Seven lessons from Formula One by Steve Davies (CEO at Fitch Media)

Tuesday, September 23rd, 2014

Steve Davies, CEO at Fitch Media, has very kindly contributed an article following an interview he conducted with Mark Gallagher, former Commercial Director of two Formula One teams, and now a popular motivational speaker.

Previously a Partner in three of the largest professional service firms (including PwC), Steve has nearly 30 years experience advising CEOs and their executive teams on effective methods of delivering and maintaining performance.

In this article, Steve identifies seven key lessons, learned from observing the top drivers and teams in F1, and how they translate to building a sustainable organisation.


Last month we sat down with Mark Gallagher to talk motor racing, F1 politics and his forthcoming book, ‘The Business of Winning’.mark-gallagher

Over the course of the day we identified seven lessons from Formula One which can be applied to the world of business, all of them present in the winners of today and yesteryear.

To make it easier to digest we’ll separate the interview into two parts; this one about transferring the winning ways of F1 into business and a second piece about F1, past, present and future.

It’s a subject very close to my heart, having spent nearly 30 years advising CEOs and their executive teams on ways to deliver sustainable performance.

During this time I learned that winning has as much to do with mindset as talent and Gallagher has plenty of experience with both, having held senior roles within Jordan and Red Bull Racing and more recently running Cosworth’s F1 Business unit.

In addition to F1, Gallagher has tasted success in several other forms of motorsport including A1 GP, which he won in 2009 with Team Ireland, and Status Grand Prix – the team he co-founded in 2005 which has won seven GP3 races and competes in the LMP2 category of the Le Mans sports car series.

He now spends an increasing amount of his time as a motivational speaker, touring the world and talking to business leaders about the lessons learned from creating winning teams in the high-pressure world of motorsport.

Here are seven lessons we discussed that Formula One can teach us about winning.


Be careful what you post online – it might just lose you that job

Monday, September 22nd, 2014

More than half of employers say they have rejected an applicant because of what they have seen on social media posts, according to a survey.Facebook

Research by found that 55% of employers said that 48% of employers use social networking sites as one way of researching background on job candidates.

Additionally, 12% of employers that don’t currently research candidates on social media plan to start.

But they aren’t restricting themselves to just social networks.

Half of employers use search engines such as Google to research potential job candidates, while 21% saying they do so frequently or always.

The most common reasons why candidates were rejected included:


What sort of Project Manager do you want to be? – by Gary Lloyd (Programme and Project Management Specialist)

Tuesday, September 9th, 2014

There is a long-running discussion on LinkedIn that started with the question:image002

Should a project manager’s responsibility go beyond that of delivering to “time, cost and quality”?

Time, cost and quality is what is known as the “iron triangle”. In this context, “quality” means conformance to the specification.

My own response was that it depends where one draws the project boundary.

When I have been in the role of project sponsor or programme manager (and sometimes both) I have always chosen to draw the project boundary so that it includes delivery of business value.


Should I Register for VAT?

Tuesday, September 9th, 2014

We commonly get asked the question ‘Should I register for VAT’ and unfortunately there isn’t always a straight forward answer. There are many factors to consider, such as your VATturnover and who you are selling to.

Do I have to register for VAT?

If your turnover in the previous 12 months exceeds the compulsory registration threshold (currently £81,000), then you are legally obliged to register for VAT. Failure to do so can result in penalties so it’s important to continually review your turnover on a rolling 12 month basis (i.e. the last 12 months from any given point), not based on turnover in your accounting year.

If you haven’t exceeded the threshold for compulsory registration you can still register voluntarily if it makes sense for you to do so.