Eden Brown volunteers help TimeBank during National Volunteers Week Howard Lake | 4 June 2006 | News Tagged with: corporate Volunteering Recruitment specialist Eden Brown has supplied TimeBank with a team of trained call centre staff to support TimeBank’s campaign to encourage more people to sign up for voluntary work during National Volunteers Week.Eden Brown has provided an experienced team of temporary workers to take incoming calls from those registering as volunteers during Volunteers Week, which runs from 1 to 7 June 2006. These workers will also help TimeBank to match their skills and interests with local opportunities which need support.Ian Wolter, Chief Executive of Eden Brown explained: “Voluntary work is something which Eden Brown and many employers truly value as part of a candidate’s credentials. Advertisement 23 total views, 1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis “As a company we strongly believe in what can be achieved through volunteering and such a high profile campaign provides the perfect opportunity to encourage more people to register for local charity work, which fits around their own commitments. “We were delighted to be approached by TimeBank to help with this cause and sincerely hope that this year’s campaign engages more new recruits.”Eden Brown’s corporate responsibility programme encourages all of its employees to offer their skills and time to local charities and community projects, as part of an ongoing effort. The company has been awarded the ‘Two Tick – Positive about Disabled People’ accreditation and has been recognised as an Age Positive Champion, in opposing all forms of unlawful and unfair discrimination. TimeBank is also working with GMTV to highlight the importance of volunteer work in the UK and inspire its viewers to sign up for local projects. AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving.
224 total views, 4 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis14 AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis14 Howard Lake | 3 May 2017 | News The Stroke Association has appointed Andrew Cook as Executive Director of Income Generation. He will take over from interim Director of Fundraising, Sam Hyde, at the end of July, and will be based at their head office in London.Cook has over 25 years of experience in the charity sector, working for organisations including Charities Aid Foundation, WaterAid and most recently the International Committee of the Red Cross in Geneva.At the Stroke Association he will oversee the charity’s fundraising and commercial activity including digital fundraising, events, corporate giving, philanthropy and legacy development.Juliet Bouverie Chief Executive of the Stroke Association said: “Andrew joins us at a very exciting time for the charity and as Director of Income Generation he will be at the forefront of our transformation. His leadership of a new five-year income generation strategy will ensure we can help more stroke survivors than ever before.”Cook said that he was honoured to have the opportunity to help the charity tackle the fourth biggest killer in the UK and a leading cause of disability. Andrew Cook is Stroke Association’s new Executive Director of Income Generation 223 total views, 3 views today Advertisement About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving.
Baltimore activists erupted in anger Dec. 16 when they heard that the jury was hung in the case of William Porter, the first of six police officers who are charged in the death of Freddie Gray. The Peoples Power Assembly staged daily protests both early in the morning and in the evenings throughout the trial. The decision to retry Porter and when is still to be determined. The next trial begins in early January.The Rev. C.D. Witherspoon, president of the Baltimore chapter of the Southern Christian Leadership Conference and an organizer with the Peoples Power Assembly, declared early on that the people want indictments and jail time for all six police officers. He also pointed out the larger problem of structural racism, not only in the police department but in the conditions that most people who live in the city suffer under.The city has been in virtual lockdown with squads of tactical and riot police stationed throughout Baltimore’s various communities. Baltimore School Board CEO Gregory Thornton sent a letter out to all public school students threatening them against protesting. Helicopters were on patrol and the sheriff’s office deployed SWAT teams and phalanxes of police around demonstrators at the courthouse. Two activists were arrested, Kwame Rose, a local Baltimore activist, and a 16-year-old high school student.FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare this
Milt NeidenbergThe elections are over. What a hoax and despicable display! Over a year and a half of debate, in which fortunes were spent and lost, and Trump won. This has revealed the undemocratic practices of the U.S. to the world working class. Trump has manipulated the electoral process and seized the real estate of the U.S. for his personal and political fortunes. Will this be a repeat of any of his other speculative projects — casinos, golf courses, hotels? Bankrupt, sold-off or abandoned?The capitalist infrastructure is crumbling. There is a $20 trillion debt on the U.S. as property. Congress is in gridlock and capitalism is at a dead end, as Comrade Fred Goldstein has explained. The rate of profit has declined over the last decade since the 2008 crash. Disenfranchised whites in the middle class who brought Trump to power are in disarray. To solve the crisis, Trump has unleashed a frenzy of racial hatred, misogyny and “law and order.”Trump will use the disenfranchised middle class as a battering ram against our multinational sisters and brothers, immigrants and the Black movement fighting against oppression and for their right to self-determination. Trump will support and finance the 1% and aid the monopoly corporate banks, like Goldman Sachs and Wells Fargo, to deepen and widen austerity. He will likely offer the job of Secretary of the Treasury to a Goldman Sachs veteran and Wall Street hedge fund manager.But the Trump win has unleashed the power and spirit of fightback, particularly among the young and multinational working class, the unemployed and underemployed, who work for starvation wages, including students on campuses in high schools and colleges.Herein lies the future — building solidarity among our sisters and brothers who are fighting for liberation and self-determination, led by Black Lives Matter, the women’s movement and LGBTQ people. The use of state repression emboldened by Trumpism demands fightback and devising new ways to defend the movement.The study of Marxism will confirm that our future lies in the fight for socialism.We encourage young comrades and friends new to the labor movement to join the Party’s Labor Fraction and discuss strategies, experiences and ideas to help lead the party to face this new challenge on the road to socialism.Neidenberg is a founding member and leading labor organizer of Workers World Party.FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare this
By News Highland – September 23, 2014 Fine Gael’s John McNultyA Donegal Fine Gael candidate for a vacant Seanad seat has been appointed to the board of the Irish Museum of Modern Art (IMMA).The art gallery appointment of John McNulty came just six days before close of nominations for the Seanad vacancy, which is on the education and cultural panel, and will strengthen his artistic credentials.John McNulty was last Thursday confirmed as the party’s candidate for the Seanad seat left vacant due to the election of Deirdre Clune to the European Parliament in May.The previous Thursday Mr McNulty was appointed to the board of the Irish Museum of Modern Art , a position which is unpaid but does involve travel expenses, by Arts Minister Heather Humphreys.The Seanad vacancy will be filled by vote of TDs and Senators which means the Government effectively gets to choose who wins. But candidates have to show a track record in the Seanad panel to which they are assigned.Mr McNulty was an unsuccessful candidate in local elections last May.But a spokeswoman for the Arts Minister said Mr McNulty was still well-qualified for the IMMA membership.The spokeswoman says Mr McNulty has been appointed because he has been involved in the local Tourism and Cultural committee in Kilcar, and has a track record in promoting culture, heritage, the GAA and the Irish language.She added that he has been involved in a heritage restoration project, and festivals such as the Fleadh Ceol, and was currently driving a three-year Irish language development plan for the area. Need for issues with Mica redress scheme to be addressed raised in Seanad also Almost 10,000 appointments cancelled in Saolta Hospital Group this week WhatsApp LUH system challenged by however, work to reduce risk to patients ongoing – Dr Hamilton Pinterest RELATED ARTICLESMORE FROM AUTHOR Donegal Seanad candidate appointed to the board of IMMA Facebook Facebook Previous articleThirteen Donegal call-centre workers collect lotto chequeNext articleCharlie Sheen wants to be one of the men again News Highland Twitter Google+ Pinterest Google+ Calls for maternity restrictions to be lifted at LUH Guidelines for reopening of hospitality sector published Twitter Homepage BannerNews Business Matters Ep 45 – Boyd Robinson, Annette Houston & Michael Margey WhatsApp
Top StoriesBreaking: Supreme Court Issues Contempt Notice To Rachita Taneja For Caricatures Of ‘Sanitary Panels’ About Judiciary LIVELAW NEWS NETWORK17 Dec 2020 10:28 PMShare This – xThe Supreme Court on Friday issued notice to comic illustrator Rachita Taneja on the petitions seeking criminal contempt action against her over her caricatures published in ‘Sanitary Panels’ social media handles about the judiciary.The notice is returnable within 6 weeks. The bench has dispensed with the personal presence of Taneja. The bench noted that the Attorney General has granted…Your free access to Live Law has expiredTo read the article, get a premium account.Your Subscription Supports Independent JournalismSubscription starts from ₹ 599+GST (For 6 Months)View PlansPremium account gives you:Unlimited access to Live Law Archives, Weekly/Monthly Digest, Exclusive Notifications, Comments.Reading experience of Ad Free Version, Petition Copies, Judgement/Order Copies.Subscribe NowAlready a subscriber?LoginThe Supreme Court on Friday issued notice to comic illustrator Rachita Taneja on the petitions seeking criminal contempt action against her over her caricatures published in ‘Sanitary Panels’ social media handles about the judiciary.The notice is returnable within 6 weeks. The bench has dispensed with the personal presence of Taneja. The bench noted that the Attorney General has granted consent for initiating contempt action.A bench comprising Justices Ashok Bhushan, R Subhash Reddy and MR Shah issued notice on the petition filed by law student Aditya Kashyap.Senior Advocate PS Narasimha, appearing for the petitioner, stated that the tweets by Taneja were intended only to malign and scandalise the Supreme Court of India. Attorney General KK Venugopal had granted consent to initiate contempt proceedings against her after observing that her caricatures amounted to “shaking the public confidence in judiciary”.”The tweet is clearly calculated to undermine the public confidence in the independence and impartiality of the Supreme Court of India,” the AG had said.A Law student had thereafter moved the Supreme Court seeking initiation of criminal contempt proceedings against the comic artist.”The three alleged posts in the form of cartoons/ caricatures have shaken the public trust and confidence in the judicial system of our constitutional democracy by directly attacking and making insinuations against the Hon’ble Supreme Court of India,” the plea filed by a 5th Year law student Aditya Kashyap through Advocate Namit Saxena said.The first tweet against which the AG gave consent for contempt was an illustration of Arnab Goswami intimidating Supreme Court by stating that BJP is his “Father”. Referring to the same the Petitioner has said,”..on the face of it, the alleged contemnor has interfered with the administration of justice by portraying the Supreme Court and the current ruling party to be the father of the abovesaid journalist Mr. Arnab Goswami. This is in view to generate an impression that being the father of the said journalist, the Supreme Court was bound to grant him warmth and protection by keeping an arm around his shoulder and there was some nexus with the ruling establishment for this.”Another tweet for which the AG had granted consent refers to the Supreme Court as “Sanghi Court of India” with a saffron flag instead of the tricolour in the illustration. Referring to this the Petitioner said,”The said cartoon/caricature is highly contemptuous. The building of the Supreme Court has been drawn with the words “Sanghi Court of India”. That the very existence of this Hon’ble Court has been threatened by replacing the word ‘Supreme’ with ‘Sanghi’. That the expression ‘Sanghi’ is infact used to connote Rashtriya Swayamsewak Sangh (RSS). The alleged contemnor has expressed that the Supreme Court of the country is no more supreme but has transformed into a Sanghi Court. This is highly contumacious and without any basis whatsoever.”The plea further said,”That it is also noteworthy that the alleged contemnor has also replaced the national flag of the country with that of saffron flag of RSS at the helm of the building of the Apex Court of this country. This is clearly undermining the dignity of this Hon’ble Court by replacing a national emblem and is a direct assault on the independent institution of judiciary.”The third tweet alleged that there was a bargain by which the judgment pertaining to the Ram Mandir at Ayodhya was delivered to favour the BJP’s stand in exchange for a Rajya Sabha seat. Referring to this the Petitioner said,”Not only is this post extremely defamatory to the institution of judiciary but is highly contemptuous with the use of the expression ‘business’ to denote dispensation of justice and portrays the entire Supreme Court in bad light.”The law student argued that it is trite law that the law of contempt of court is not to protect the institution of judiciary but to protect rights of citizens to have an independent and fearless judiciary.Reliance is placed on Re: Prashant Bhushan & Anr. (2020), where it was held that “Indian judiciary is considered by the citizens in the country with the highest esteem. The judiciary is considered as a last hope when a citizen fails to get justice anywhere. The Supreme Court is the epitome of the Indian judiciary. An attack on the Supreme Court does not only have the effect of tending an ordinary litigant of losing the confidence in the Supreme Court but also may tend to lose the confidence in the mind of other judges in the country in its highest court.”The Petitioner has urged the Top Court to take cognizance of the matter under Section 15(1)(b) of the Contempt of Courts Act, 1971 read with Rule 3 (c) of the Rules to Regulate Proceedings for Contempt of the Supreme Court, 1975, and initiate contempt proceedings.He has also sought a direction to restrain Taneja from publishing contemptuous posts on social media which scandalize and undermine the authority of the Supreme Court.Click Here To Download Order[Read Order]Subscribe to LiveLaw, enjoy Ad free version and other unlimited features, just INR 599 Click here to Subscribe. All payment options available.loading….Next Story
MicroStockHub/iStock(AURORA, Ill.) — The man who allegedly shot to death five coworkers at an Illinois manufacturing plant in February told a colleague on the morning of the shooting that he would kill everyone if he got fired, according to a newly released report.An employee at Henry Pratt Co. in Aurora, Illinois, told authorities that Gary Martin vowed to kill other employees and “blow up police” if the company terminated him over a safety violation, prosecutors revealed in a report on Monday. “If I get fired, I’m going to kill every motherf***** in here,” he allegedly told his co-worker. “I am going to blow police up.”The unidentified employee said they didn’t think to report the comments on Feb. 15 because Martin frequently made “off the wall” comments, according to the Kane County State’s Attorney’s office review. The employee was aware that Martin kept a gun in his vehicle, but they said they had no idea that he brought it into the facility that morning.Martin, 45, opened fire a few hours later during a disciplinary meeting over his refusal to wear safety glasses, according to the nine-page review. Police said he died in a gunfight with officers after killing five colleagues, including the company’s human resources manager.Police previously characterized Martin as a disgruntled employee, but the report released Monday showed the first details of events leading up to the mass shooting.Martin allegedly brought the gun and ammunition into the plant when he clocked in that morning, prosecutors said, noting that he didn’t appear to return to his vehicle prior to opening fire.Witnesses said Martin retrieved an unknown item from his work station, put on a hoodie and stopped at the restroom just before he went into a private meeting to address the safety incident at around 1 p.m., according to the report.Martin entered the meeting and was “immediately presented” with a write-up, the report said. Human resources manager Clayton Parks then told Martin they would begin the termination process. Martin began using profanity and Josh Pinkard, a plant manager, told him “it’s over.” Martin replied, “Yeah, it’s over” and began to shoot, according to the report.Parks, Pinkard and two other employees at the meeting, Russell Beyer and Trevor Wehner, were among those killed. Union steward Timothy Williams was wounded trying to escape the room.“Mr. Williams started to get up, and then he noticed rapid movement and heard gunshots,” prosecutors said. “Mr. Williams ran toward the door and was shot in the wrist. He ran out of the room and down the stairs, yelling, ‘Gary is shooting.’”Employees said they saw Martin chasing Williams with a gun in his hand and yelled for him to stop. Martin continued to pursue Williams and eventually shot him twice more in the back, the report said. He then went to a loading area where he fatally shot Vincent Juarez, a stock room attendant and fork lift operator who he was seen speaking with earlier in the day.“It is apparent from the evidence that he specifically targeted Mr. Juarez,” the report said.The Kane County State’s Attorney’s office also laid out a detailed account of the police response, beginning with officers being dispatched to the active shooter scene at 1:24 p.m. and ending with the gunman being fatally shot by police at 2:59 p.m.After reviewing the case, the office concluded that the officers who fired at Martin were justified in using deadly force. Five officers sustained gunfire-related injuries.“The offender fired multiple gunshots at police officers arriving at the location of the incident without provocation or legal justification,” the report said. “The offender did not respond to multiple verbal commands to cease his actions and surrender at any time.”Copyright © 2019, ABC Radio. All rights reserved.
Firmsare failing to meet legal obligations to staff attacked by clients. Paul Nelson reportsPrimeMinister Tony Blair raised the profile of violence in the workplace during hiselection campaign when he pledged to increase the length of sentences forpeople who attack public sector workers.Butmany HR professionals believe there is more to tackling workplace violence thanharsher sentences. Employers need to implement training and guidelines thatequip their staff for conflict situations, claims Lionel Fairweather, HRmanagerof outsourcing company Logic Systems Management.Surprisingly,recent research by the University of Central Lancashire and recruitment companyLawrence Allison Group, shows that a significant proportion of organisationsare breaking the law by not keeping records of violent incidents or havingpolicies in place which deal with aggressive behaviour.Thesurvey indicates that 35 per cent of organisations do not keep records ofincidents, such as verbal and physical attacks by members of the public, and 25per cent do not have policies to deal with aggression.HRprofessionals have ex-pressed concern at the report’s findings, claiming that arecording and reporting system are the very least that an employee shouldexpect from an employer.DominicGrealy, head of personnel at the Sumitomo Trust and Banking, said, “I amsurprised at these figures considering the negative effect that intimidationand bullying can have on retention.”Thereport, Dealing with Conflict in the Workplace, recommends that employersshould implement zero-tolerance policies. It suggests such policies shouldaddress potentially violent situations as well as full-blown incidents, andwould only be effective where the reporting of incidents is accurate.JohnAdsett, secretary of NHS HR group AHHRM, said, “We have a zero-tolerancepolicy. It takes a lot of paperwork but is well worth it.”Headded, “I used to work with a man who did not have to take a swing at youto make you feel bad. In five minutes he could verbally distress you enoughthat it would be worse than a beating. That type of harassment is just as badas violence as it has a damaging effect on team morale.”WendyFoers, HR director of the London Ambulance Service, urges employers to improveinternal communication to raise morale over the issue.Shesaid, “Communication is all important. Employees must see that the wholeorganisation is pulling together. Staff need to be confident that the employerwill look into all reported incidents and act when necessary.”Thereport’s co-author Tom Swan wants to see employers introduce conflictresolution procedures. He believes that in addition to improving staff morale,it will reduce sickness and stress levels and help companies comply with healthand safety and human rights legislation.Theretail sector has the highest proportion of incidents, categorised as verbalabuse, threats of physical violence, acts of physical assault and physicalassaults with a weapon, according to the research.”This is a nationalproblem, particularly in retailing, and requires a government initiative assoon as possible,” commented one retail HR manager quoted in the research,who did not wish to be named.JimWhite, director of HR at Safeway, agreed, “Retailers are on the front lineof shop crime. Statistics show that you are more likely to be injured in theworkplace through dealing with customer theft than any other activity.”Tocombat this problem Safeway has trained 1,400 staff through its managing theftand conflict in the workplace course.Thereport also calls for the government to produce a consistent set of guidelinesfor employers that would enable them to develop effective monitoring andtraining systems.TheBritish Retail Consortium also wants the Government to act. A consortiumspokesman said, “The priority is for the Government to produce a set ofguidelines for employers to help them develop effective monitoring of trainingsystems.”Butmany HR professionals dispute the need for government involvement, claiming thatit is the employers’ responsibility.Adsettsaid, “I think that there should definitely be guidelines to helpemployers, but I’m not sure about the Government getting involved as itencourages a ‘nanny state’.”Theproblem does not really lie with the Government. Good employers should havepolicies in place and I would only like to see it involved as a lastresort.”Foersagrees. “It is up to the individual employer to tailor its own policies.It is vital that employers understand the risks that are involved in the rolesof their employees – that way they can shape their policies to theorganisation.”Whetherthe Government gets involved or not, it is clear that employers need to addressviolence in the workplace.Thereport states, “Conflict in the workplace is a continuing and escalatingconcern, although systems exist that can minimise or eradicate its existence.The issue does not appear to figure in the bottom line, it is not a performanceindicator for many organisations.”Guidelinesfor facing up to violence at workTheDealing with Conflict in the Workplace report includes employer guidelines tohelp address work-based violence. It urges all employers and employees to beaware of their rights and responsibilities under UK legislation. These include:–Encouraging employees to report incidents to establish a true picture ofviolence and bullying in the workplace.Organisation should treat the reportingof incidents confidentially and ensure action will be taken–Ensuring accurate records of violence and abusive behaviour are maintained–Ensuring full and comprehensive assessments of risk undertaken by appropriatelyqualified individuals–Providing relevant training and education programmes –Working in close collaboration with employees to develop measures to createstrategies that ensure individual and organisational safety needs are met –Updating policies and procedures to reflect research-based best practice inorder to remain effective–Appointing a “violence” monitor with responsibility for recording andmonitoring violent, aggressive or abusive conduct with a named individual orgroup within the organisation–Setting up staff support systems to help employees deal with cases of conflictThelatter could include establishing an independent helpline that employees cancall if subject to unwanted behaviour, and facilitating debriefings to provideopportunities for employees to talk about what happened; providing time offwork for employees where necessary after an incident or offering legal helpwhere appropriate in serious cases.www.lawrenceallisontraining.com Previous Article Next Article Comments are closed. Related posts:No related photos. Zero tolerance approach is needed over work violenceOn 12 Jun 2001 in Personnel Today
Previous Article Next Article A day in the life of Mike SandersonOn 26 Mar 2002 in Personnel Today Comments are closed. Related posts:No related photos. Myday begins early. I tend to work long hours – usually from about 8am to 8pm. Aswith many of my assignments, I am based away from home, so during the week Ilive out of a suitcase.Mypresent assignment is acting projects director for rail operator GNER where Ihave pulled together a projects team. This group of people, selected fromacross all areas of the business, is charged with delivering the buildings,construction and train fleet development work as part of the franchiseagreement. Although I am acting in a consultancy capacity, I am attending theboard meetings. Mybackground is engineering. I have a degree in mechanical engineering, an MSc inmarketing and an MBA from Wharton at the University of Pennsylvania, where Imajored with distinction in multinational planning. I am also a fluent Frenchspeaker and writer, recently acting as deputy programme director forThomson-CSF in Thales, Paris for the New Athens International Airport – a mostchallenging multi-cultural project. I was also head of projects for Eurotunnel,another Franco-British project.Igot into management consultancy and interim management in 1991. After beinginvolved in the fourth company turnaround as managing director since I had comeback from the US in 1980, I decided to set up my own consultancy – StrategicManagement – with an HR specialist and lawyer, with the idea of becominginvolved with business turnarounds. Aside from one small project, most of thework has been interim and advice work.Asan engineer with considerable marketing and business planning experience, Iview myself as a business consultant who implements. This means I get involvedin projects where I am asked to look at the organisation, regroup various teamsand spearhead the actual implementation of that reorganisation and achieveresults in a short time. Ihave been on my current assignment for five months, and it will certainlycontinue for another month and a half, and possibly another three or four. Theobjective is to find a permanent replacement, because this is a job that didn’texist before. This is often the case with the work I do – I don’t come in toreplace anybody but to create something new and develop a new approach or a newdivision. Forexample, a few years ago, I was projects director in a joint venturepartnership between Lucas aerospace and the Indonesian government. I created abusiness plan in conjunction with Lucas directors and their Indonesian businesspartners. After a period of negotiation and legal agreement, I acted as thefirst general manager of the company for three months to start up the company. Howeverchallenging and absorbing the project, I am never interested in staying on fora longer time. Essentially I am a consultant who gets involved in theimplementation of advice and the creation of that process, and once I getthings started I want to move on to other things. Everyorganisation is different, but there are common threads, and that is often thepeople. There tend to be certain behavioural patterns. Some people are cooperativeand some are not. Some are willing to see change and some are not. This meansthe essential qualities for an interim are to be confident and extremelydiplomatic.Whena contract is due to finish, I getready for the next post. I like to work all the time, aside from holidays. Somepeople are quite happy to work three months here or there, but I don’t needthat kind of lifestyle. I don’t normally like to have a break betweenassignments of more than a few weeks, if possible, or more than say a month.And even when I am waiting for an assignment, I am always extremely active inmarketing myself, and my firm, to other people. Ihave a database of clients, of prospective client companies and of the interimagencies. I also have a database of banks, management consulting firms,accountants and venture capital firms. Periodically (usually between three andsix months) I do a mail shot of anupdate of my client list and the projects I have undertaken. In this way I cankeep people informed of where I am and what I am doing and find out whatopportunities they have available.Whatis satisfying about consultancy and interim management is the ability to comeinto a company, hit the ground running (as you are expected as an interim),start to move things along, design new structures, rearrange and organise –and, of course, get a result.