Could Your LinkedIn Profile Use a Spring Clean?
12 Apr

Could Your LinkedIn Profile Use a Spring Clean?

We work with many people to provide outplacement support and career coaching, which leads to us reviewing a lot of LinkedIn profiles which are becoming just as viewed by employers as the traditional CV.

When was the last time you reviewed your LinkedIn profile to make sure it’s really working for you? Gone are the days when the sole need for this was to secure your next position; millions of us across the globe now use LinkedIn on a daily basis for to seek new ideas and opinions, network and help others.


That said, if you are looking for your next move, it pays to make sure your profile really sells you in the best way, and that doesn’t mean it simply existing to be a carbon copy of the content on your CV. You can significantly multiply your profile views, connection requests and messages by taking some simple steps, such as having a great profile picture, a good balance of interpersonal skills / technical expertise and optimised keywords.


We love this ‘cheat sheet’ from Leisure Jobs. Even though LinkedIn significantly updated their interface in January 2017, much of the cheat sheet still holds true. Click the image below and put some time aside to work your way through your LinkedIn profile to give it the spring clean that it deserves!


Ultimate LinkedIn Cheap Sheet

Get in touch to find out how we can support your people and your business!

Two Minute Tips VLOG: Looking Back on the Year
19 Dec

Two Minute Tips VLOG: Looking Back on the Year

rtt vlogFinishing off our series on how to build trust, we take a look at the final key element: competence…and we can’t build competence without taking the time to look back on the year and consider what we want from next year!


Get in touch to find out how we can help your people and your business to develop their competence.

Performance Management – a Proactive Partnership, or a Positive Pain?
20 Jan

Performance Management – a Proactive Partnership, or a Positive Pain?

It’s often seen as a laborious and unnecessary ‘tick box’ exercise – preceded by lots of last minute scurrying around for evidence – and little else…but if this is the case for you then you’re missing a trick!

It’s that time of the year, often towards the end of one or at the beginning of the next, when the dreaded performance review looms. Even the most developed PM systems won’t work if your managers and employees aren’t held accountable for their part in the process. Investing the right amount of time, energy, and resources in to how your people manage their performance will yield results.

Firstly, it’s vital that you have a sound system that the whole organisation is committed to. If your company culture doesn’t reflect this commitment, then performance management will be doomed to fail.

The whole business needs to understand that the process of PM happens throughout the entire year – rather than done as a one-off or annual event coordinated by either the manager or the HR department.

Of course, it’s about supporting the business’ objectives and aligning them with those of its employees; so it helps if it’s based on both increasing performance and learning and development, in order to make the most of a high performance workforce.

Dynamic organisations of today – and the future – need to be more responsive. There is a recognised shortage of key talent, and success will rely on a business’s ability to offer the best coaching, engagement, and continuous employee development as part of a holistic approach to how performance is managed.


Download our PM Checklist for Managers and make sure your PM process matters!


At Right Trax Training, we specialise in developing your business through your key asset; your people. Get in touch to find out how we can help your managers to more effectively support and manage performance.

Making the Leap from Teammate to Manager
28 Apr

Making the Leap from Teammate to Manager

Making the transition from one of the team to manager of the team can be fraught with pitfalls, but not if you go in with your eyes open.

There is a wealth of information and advice out there for new managers (some of it on our own site!), although it can be harder to find solid guidance for those making the transition into an internal management role.  Whilst there is much crossover, Google returns just 1% of the amount of search results for transitioning managers compared to a search for new managers.  Organisations that provide good support do so in the form of structured development, mentoring and progress reviews, but all too often managers making ‘the leap’ are left to fend for themselves.

First off, understand that the people who were previously your peers will see you differently and they will be waiting for you to make your first move, so consider it carefully.  Don’t make any rash decisions or changes and instead sit down with each of the team individually.  Talk openly about the change that has happened, ask them how the news sits with them and explain that you’re going to need their help to get the team to wherever they need to get to.  Discuss and agree expectations of each other; what do they need from you and vice versa.  Get to know their strengths and consider how these could be leveraged (if they’re not already).

It’s just as important for you to have a natural relationship with the team although you must keep it professional.  Whereas before it might have been fine to get up to all sorts of hijinks on a Friday night, now you need to consider the impact on a Monday morning!  Not having a clear professional divide with the team just muddies the waters when the time comes – and it will come – to making tough decisions or giving difficult feedback.  Have fun with the team and don’t underestimate the value of spending time together outside of work, but always keep in mind that you are their manager and leader.  It’s now down to you to be the role model, otherwise you can expect them to use your inappropriate behaviour as a defence when you come to address theirs.

Try and get a couple of quick wins under your belt to show that you are on the same side and fighting their corner.  As a previous teammate you have a unique insight into what the wants and needs of the team are; what winds them up, frustrates them, drives them crazy?  It might be something as simple as introducing ‘Hump-Day Doughnuts’ on a Wednesday or as complex as making a commitment to change a convoluted process or procedure that ties the team up in knots.

Make sure that as a team, you have a common goal and purpose.  What is your raison d’être; your reason for existing and spending more time together than you each probably do with friends and family?  Get the team involved in identifying this so that you create something you can all commit towards.  Once you know where you’re going as a team, take pit stops to review progress and provide enough development for you and the team to help your vision become a reality.

What are your tips for those transitioning into a management role?  Let us know in the comments below!

At Right Trax Training we can help your new and transitioning managers get to grips with their role. Get in touch to find out how.

Learning and Skills & Learning Technologies Exhibition 2013 – a review
31 Jan

Learning and Skills & Learning Technologies Exhibition 2013 – a review

The good, the bad and the not so pretty.

By Chris at Right Trax Training

I write this fresh from having just attended this year’s Learning and Skills event, which is now in its fourth year and together with the Learning Technologies exhibition that ran alongside it, gave access to over 230 exhibitors and more than 120 seminars which were free to attend.

It was my first time attending this particular exhibition; I’ve wanted to for years although when I was a full-timer in the corporate world it always seemed hard to justify the benefits of going against the time and expense involved…well I’m glad to say that if you are in any doubt as to whether it’s worth going, the short answer is: IT IS!

It wasn’t all peachy though.  Not quite the good, the bad and the ugly (that would be just downright mean), it was more the good, the bad and the not so pretty!

By far the best bit for me was the free seminars .  They were a brilliant way to give people something extra all wrapped up in a short and snappy package whilst giving me the perfect chance to meet and chat to like-minded people in the audience.  The best ones were definitely those which didn’t have an explicit sales message or weren’t simply a 30 minute thinly veiled advertisement for the business in question.  My personal view is that the companies who told a great story, connected at a deeper level with their audience and gave you some food for thought to take away shone brightly over and above the others.  By far my favourite seminar that ticked all those boxes was given by Gavin Oates from Tree of Knowledge, who posed the question:  ‘How do you fit a giraffe in the fridge?’  It was personal, funny and challenged my way of thinking – and all that when I had to stand for the 30 minutes too…no mean feat!

It was great to get an insight into where learning is going this year and beyond.  There really is some amazing technology out there and I came away feeling that it will very much continue to support and manage the learning experience rather than replace the personal elements of formal and informal development.

Also ranking on my ‘best of’ list was having the opportunity to meet some new people and catch-up with some old friends and colleagues – it really was so worthwhile taking the time to connect or reconnect and is so easy to forget when we get caught up in the day to day grind of life.

And so onto the bad and not so pretty.  For me there are two things that you just have to grin and bear when you come to this kind of event.

Although the seminars were the best bit, I do have a bug bear…I wouldn’t be so crude as to mention companies by name because I admire all of the people that stood up there – it’s something I can’t wait to do myself at an event like this and so I respect them hugely just for that alone…but yes, there is a ‘but’ coming up!  BUT why do some training businesses still think that an audience (especially an audience of learning & development bods), want to be subjected to a one way hard sell that is dry, overloaded with PowerPoint and lacks any interactivity.  I really dislike this and the people in the audience that I talked to all said the same thing: we don’t want to be sold to; we want to learn something new (hey that rhymes!).  Quick mention though to those who used Prezi: the pros and cons of visual aids is another blog topic in itself although it was nice to see something different in the Prezi visuals.

My second bug bear was the tactics employed by some of the stallholders to trap you in their sales snare.  Call me old fashioned, but I like a friendly “hello”, “how are you” or even a corny joke to start the conversation rather than something clunky or false.  My favourite gaffe was from one lady who asked me “are you just using us as a thoroughfare?” when I stepped across her stall to get past a bottleneck in the crowd…yep that’s not going to make me want to stop and talk to you!  I said “yes” by the way.

I went along to meet some new people, stay updated with what’s going on in my world of learning & development and to see what other companies are doing and I achieved all those things and more.  All in all a successful first Learning & Skills exhibition and I’m already looking forward to going again next year.  I would urge you to make time for your own industry-specific events that help you to expand your knowledge and network outside of its current state…the benefits are so numerous compared to the time that it takes.

What do you do to stay current and grow your network?  Tell us in the comments section below.

At Right Trax Training we can help your managers and teams to be better. Get in touch to find out how.

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