Brexit, the General Election, and Parliamentary Process [update].

All entries, Political analysis, Strategic thinking, Westminster
In March I published a guide to how the official Brexit process will mesh with the work Government and Parliament must do to ensure that EU law has been replaced or incorporated by March 2019. I've now updated the update I provided in April, when the General Election was announced, to take into account recent announcements and commentary from relevant parties. The documents aim to bring together everything we know or can assume about the timetable, including estimates of when the Great Repeal Bill will go through its various stages in Parliament, when consultations will take place, and when secondary legislation will be laid before Parliament. This is important to know - if organisations do not know what to expect, they may miss an opportunity to scrutinise and respond to, or simply plan…
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Strategic thinking: the power of asking the right questions

All entries, Effective working, Strategic thinking
Considering whether to attend the Strategic Thinking workshop on Friday 11th December? To further whet your appetite here’s just one element of what we will be discussing: the power of asking the right questions. In public affairs we often put huge pressure on ourselves to come up with the ‘right’ advice and, often, to do so quickly. There can be a tendency to prejudge, make assumptions about what has not been said and race ahead, all in an effort to appear authoritative, confident and decisive. Yet the reality is that you demonstrate far more strength and confidence if you take the time to ask questions and to really understand the situation. Listening attentively and asking the right questions shows that you take the issue seriously, while creating the conditions for you to…
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What kind of consultant are you?

What kind of consultant are you?

Career development, Client relationships, Strategic thinking
Public affairs consultants, much like their counterparts in the medical world, are in the business of handling problems. We must identify the symptoms in any situation, diagnose the issue, decide how it might be dealt with, and start the treatment.  We also need to know how to offer valuable, coherent and concise advice in a way that allows it to be heard, considered and acted upon. Yet, that’s not a simple ability to acquire. At one end there are issues such as nervousness or lack of experience; these can inhibit us from speaking up when we should or undermine delivery. At the other end, there are more significant issues, such as taking a too technocratic approach or appearing critical rather than constructive. The point is made eloquently and at length…
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