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FROM THE EDITOR IN CHIEF WELCOME O


ur theme this month is teamworking and, much as my colleague Jo Cook


has done on p6, I am going to make this month’s editorial a personal refl ection of what teamwork has meant to me during my working life. My fi rst job on leaving university in the late 1970s was working for the Legal Aid Board, now the Legal Aid Agency, a non-departmental public body of the Ministry of Justice and very much like the civil service. T e various teams worked in closed


offi ces in a regional centre serving the solicitors and legal aid applicants of the area. T ere was a hierarchy of managers who seldom left their offi ces except to go out for lunch. T ere were no computers, piles of papers and the only technology we had were telephones, Dictaphones and calculators. And of course everyone smoked at their desks and discrimination was rife! Teamworking was non-existent


as we were allocated our work and there was little support given to team members who might have more diffi cult cases to adjudicate or assess. Everything was about individual success, progress and promotion. I moved from the public sector in


my thirties and found the private sector a revelation in culture. I was working for a SME employing less than 30 people. T ose people were individually valued and their strengths used to ensure business success. T e offi ces


4 | July 2017 |


were open-plan and, when necessary, everyone rolled up their sleeves at busy times to answer calls, take orders and help in dispatch. We all knew how the company was doing as sales reports were distributed daily – a great motivator! And we celebrated success. When business was doing well, we all shared in that success with bonuses paid





Everyone smoked at their desks and discrimination was rife!


to all staff . And there were frequent days out and evening celebrations that cemented the team’s engagement to the business and its objectives. While there were undoubtedly


diff erent types of people within the team, our MD was defi nitely a Plant (according to Belbin’s team roles) while our production manager was a Completer Finisher, not always great with a deadline looming! However ‘types’ – if anyone is just one type – were less important in the success of the busi- ness. For me, the key elements of team success lie in trust, openness, recognition and, above all, good leadership. Happy reading!


Editor in chief, TJ debbie.carter@trainingjournal.com THE PUBLICATION FOR


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EDITOR IN CHIEF Debbie Carter


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EDITOR Jon Kennard


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DEPUTY EDITOR Jo Cook


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