ENGAGEMENT EVENT strategy & design proposal
2012 live events
ENGAGEMENT EVENT strategy & design proposal contents 4 executive summary 26 pre event 36 event 64 post event
developing you 2012 live events
EXECUTIVE SUMMARY
We create experiences that engage, inform & inspire. 6
We captivate & energise your audiences. We deliver genuine value to your business. We are...
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Create a compelling need to change
Challenge those who think that they already do Customer Service Excellence. Take people beyond the superficial behaviours. Inspire people to take lasting action around ‘edgy collaboration’. Appeal to heads, hearts and hands, a ‘grown up’, results based event. Deliver mindset transformation in decision making & problem solving. To leave people feeling empowered to implement solutions. Aligns to and connects people to other resources, departments and teams.
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Culturally adept and respectful
Campaign
an ‘audience first’ approach in everything, a consultative approach
An integrated, joined up internal comms campaign to promote the Live Event.
Fuelling the campaign with authentic content
Online videos - storytelling, senior sponsorship, leaders engagement messages.
real world RSA stories for relevance and impact
Electronic Development Kits, promoting the content ahead of time:
Identifying and exploiting key communications assets
• Environmental Messaging, using the workspace for
making the very best use of RSA leaders and spaces (online, environmental, digital, event)
• Social Media Campaign- internal competitions,
early engagement elective session bookings
High impact internal campaigning
owning the agenda at every stage and keeping the story fresh
Driving engagement
serious gaming, viral video, social networking, user generated content, senior sponsorship
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An agile minded and skilled program population of “total leaders” Leaders who have been challenged by the experience, and have the courage to challenge themselves and others. “Connected” – to each other and to RSA UK & Group “Collaborative” Leaders that leverage each others skills and expertise to innovate today and champion change for tomorrow Personally accountable for the decisions they make because they are aligned to RSA’s goals, vision and values.
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Now let’s look at the big picture and see the key elements for getting these events right. We call it ‘creating the right conditions for success’.
Strategic Change Activity
General Skills Curriculum
Stakeholders & partnerships
Standards Of Leadership
Decision Making
RSA function-specific
Edgy Collaboration
Managing Self
Senior Management
‘Top 100’ Assessment
Problem Solving
Internal Communications
Transformation Behaviours
Working With Others
Customer facing functions
A single, integrated internal campaign 3 Live Events “A bespoke ‘construction’ of engagement journeys aligned to UK Strategy & Group Strategy”
Serious Gaming
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Online Engagement
High Impact Facilitation
Action Learning
Mentoring
Coaching
Senior Sponsorship
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From what we understand about some of the challenges around decision making, these are some of the sentiments we anticipate hearing Decisions take too long. Key business drivers and priorities aren’t linked to decisions. It’s hard to know what information is needed and where to find it. Solutions often don’t get to or address the root cause of an issue. Stakeholders disagree with or don’t understand the data presented to them. Lack of collaboration may have broad implications extending to a number of functions, departments and lines of business.
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Using Best Practice... Our work is based on the principles of the Harvard Business School Service-Value Chain: We use the adult learning model for our live event content.. This means we use engagement techniques for accelerated learning. RSA will start to see the benefits immediately when managers return from the event.
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Our work is based on the principles of the Harvard Business School Service-Value Chain:
Service Leadership
Internal Service Quality
Employee Engagement & Productivity
External Service Value
Customer Satisfaction & Loyalty
Profit & Growth
Studies of great service organisations demonstrate that a
5% INCREASE in employee engagement results in 2% INCREASE in customer satisfaction and 1% INCREASE in profitability.
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The service value chain drives high performance.
Service Leadership
Client Focused Vision Mission & Goals Direction Setting Values & Behaviours Role Modelling
Internal Service Quality
Employee Engagement & Productivity
External Service Value
Customer Satisfaction & Loyalty
Profit & Growth
Appropriate Structure
Employee selection
Client promise
Service & Sales delivery
Profit
Training & Development
Product features
Service recovery
Shareholder value
Open communication
Consistency
Client lifetime value
Empowerment
Reliability
Management of total client experience
Coaching
Quality
Metrics & Measures
Effective team building & management
Value for Money
Service
Reward & recognition
Job Design Right Tools Efficient Systems Core Competencies
Listening & responding to client needs & concerns
Employee retention Re-investment for the future
Loyalty programme
Standards
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Let’s now take a look at the architecture of our events
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It’s a snap shot of the engagement process from end to end.
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Event Campaign Launch
Event 1 Personal Leadership 80 Senior Managers May 9th London
Line Manager Two Way Conversation
Welcome & Invite
Online Social Media Workplace Videos Podcast Easter Eggs
Continuous Improvement Campaign Line Manager Two Way Conversation Early ‘ROI’ discussions
Continuing Engagement Linkedin Forum/Blogs Podcasts Lunch & Learn
KPI’s
Individual Development Plan
Individual Development Plan
Event 2 Continuous Improvement
Live Event
80 Senior Managers 11th Sept London
360 Process
Strengths Coaching
Action Learning
Customer Contact Plans Facilitated Live Event Sessions Accelerated Learning Techniques
Team follow up cohorts Virtual Teamworking
Event 3 Developing You 450 Managers 6th Nov Central Location ‘Developing You’ Interactive Video E-learning (15mins)
ONLINE COLLABORATIVE SOCIAL MEDIA FORUM PRE EVENT
EVENT
POST EVENT
Celebration Event & Peer to Peer Review
Now let’s look at the first part of the delegate journey, Pre Event. The objective of the Pre Event journey is to gain early buy in, engage the audience to create a real buzz around the event and prepare the delegates for real change.
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developing you 2012 live events
PRE EVENT
There are two population groups taking part in this event programme. The 80+ Senior Managers should have the same experience as the Managers around pre and post event. The objective of this is ensure a joined up, aligned development experience. The Senior Managers will really be able to support the Managers because they will have had the same experience. The Senior Managers events will be delivered through the perspective of leadership while still using the same core materials. Two parallel journeys, one experience.
parallel journeys
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experience
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&
Welcome invite
Delegate receives an email invite with a link to register for the Event Campaign Space. They register and receive a username and password. Confirmed, they can access video content, podcasts and take part in forum discussions. This is a great way for delegates to start having a two way conversation about what kind of event they would like. They can suggest topics of interest on the campaign notice board and start to discuss some of the challenges around decision making, problem solving and cross functional team working. Sharing stories of success- it’s good to start telling powerful stories of achievement quite early on ahead of the event. Line Managers can talk positively about their team members and start to build a dialogue around what makes success happen quickly.
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Event Campaign Launch “The greatest of all”
change
Objective A powerful personal story of change to remind delegates that this event is about how the individual takes personal responsibility for change within RSA. A short video launch with senior leaders telling a story of personal change and how that change enabled them to become successful within their role. They will describe the challenge, the change and then talk about the impact of that behaviour change for themselves and the organisation. Senior sponsor can then discuss the campaign and talk about ‘why are we doing this? And why specifically are we doing this now? What are the objectives and what we do we want to see happening differently throughout the organisation? What should that look like?’ A short, punchy and direct engagement video (Youtube style) can be sent to the wider population. It’s message; change and how that will mean personal success for the individual and ‘outperformance’’ for the Group. Profitability and Growth through the development of the individual i.e. You. 34
Two Way Learning Conversation for the 450+ Managers Objective In our experience this ‘learning conversation’ promotes early buy in and engagement during the event and a lasting, measurable commitment to change behaviour post event. To reflect the group ambition around PEOPLE we suggest having an informal ‘two way conversation’ contract between the delegates and their managers/and their team. This is an opportunity for the group to offer on going development support post event and to demonstrate its commitment to continuous improvement. The conversation would be structured with a development template as a guide. Including: Areas of for developing, what are you doing really well? Where are the areas around decision making and collaboration that we could improve? Any specific challenges in these areas that you would like addressed?
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Social Media Strategy Objective Build a self-learning online RSA community using collaborative social media tools on Linkedin Linkedin Groups LinkedIn is often regarded as the premier social networking site for business professionals. LinkedIn Groups offers one of the best ways to make the most of business social media engagement. Example, we create an RSA Develop You Linkedin Group. Tweets As more professional LinkedIn users create Twitter profiles, this application will become more and more powerful for building influence and visibility within network connections. LinkedIn has a specific application called Tweets that can help keep tabs on the Twitter updates from your LinkedIn connections. So, the Manager population can tweet key learning points throughout the event which will be posted to the online RSA Linkedin Group. Managers can also post status updates simultaneously to both Twitter and LinkedIn. Linkedin Apps We could use one of the most powerful events promotion tool online today—LinkedIn Events app.
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Linked in This app will be particularly effective for promoting the smaller post event follow up meetings and cohorts. You can see how many people have RSVP’d internally for the event, who’s interested and who’s leading the discussion. You can also see a picture of those who are attending or interested, their internal department and how you’re connected to them. Discussion Threads Starting discussion threads is also a powerful tool within a group. In addition, observe the contributions of the most active group members in order to understand their concerns, goals and objectives. What seems to be important to them? This will be a key measurement of the event content. Also study prior popular ”development & event” discussions on Linkedin. What topics have resonated with members? In starting your own discussion, pose a question, ask for help or advice or post a relevant and interesting article or resource for the group’s Now we’ve looked benefit. The goal when starting your own at the pre event discussion is to encourage as engagement, let’s much engagement as possible! move on to the example content of the 3 Live Events…..
developing you 2012 live events
E VENT
Event space reflects the approach Stripping away the extraneous Focusing on key messaging
White space Minimal/flexible working environment Limited technology/production Graphic signposting
Adult development space Not corporate and not institutional, an inspirational space: comfortable and relaxed; an environment designed to create and an atmosphere that helps people think better and more creatively.
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Great Eastern Road – EC2
Reliance Square – EC2
Commonwealth Club –WC2
Bargehouse – SE1
• We will base the learning strategy around a simple method… • STOP (what will I stop doing?) Truman Brewery – E1
Mary Ward House – WC1
Vinopolis – SE1
• START (what will I start doing differently?) • CONTINUE (what will I continue to do well?)
Note: All venues currently available 9th May & 11th September
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At Lodestar we are proud to use best practice engagement techniques to bring your event to life. Using best practice communication techniques we guarantee to deliver a truly incredible event with lasting impact on both the individual and the RSA Group.
Accelerated Learning High Impact Language Visual, Audio, Kinaesthetic World Class Presentation Masterclass Techniques Powerful Storytelling
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Here’s what Event 1 could look like. The objective of event 1 is to get senior managers thinking about their personal leadership responsibilities and to give them insight into what other teams of people will need from them over the coming year. We can include an element of pre work as part of the manager’s journey. It isn’t essential to do that but it would certainly drive engagement and help managers hit the ground running on the event day. We would design all the pre work in conjunction with the key learning outcomes.
am Facilitated Session
pm Session
Event introduction Co facilitated introduction with an RSA senior leader. Why this event? Why now? What are we going to achieve and what would we like to see you, as leaders STOP doing, START doing and CONTINUE to do? RSA Group overview to put the development into context and we kick off the event!
1. Applying the principles of ‘Edgy Collaboration’
1. Surprise team building game. • A surprising, challenging, highly stimulating opening to the event that is RSA specific. It will create a sense of this event being different and special. Delegates will be asked to complete an RSA specific task while demonstrating their personal leadership qualities.
2. Accelerate Your Transition to People Leader
3. Begin to cultivate a cross functional working network • Leverage this forum and start building your own network • Improve communication, teamwork and cross functional relationship building • Identify barriers to cross functional team working and create usable solutions
4. Develop your own Mission & Purpose Personal Plan of Action
• Understand your transition from Individual Contributor to People • Apply the tools, competencies, Leader insights and coaching for success • Assess your own transition and back in the workplace. create a personal strategic plan for • Be able to tell a compelling, clear a successful transition story of your personal RSA Mission • Identify your personal leadership style & Purpose • Learn and apply practical tools that accelerate your transition and support you in your role as a people leader
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• A facilitated revisit to the principles of Edgy Collaboration. • Creating agile responses to customers needs
2. Serious Gaming Event “ The Customer” • Delegates are split into 3 teams ( Worker, Middle Management, Executive) to create one RSA subsidiary company. The company is pitching to win an order from a VIP Customer. • Each team is given a set of instructions with which to complete the task and must be followed to the letter. Only the Executive team has the full spec. • Teams must collaborate around leadership, operational excellence, communication and service excellence in order to complete the task. • The VIP Customer will arrive during the 2 hour gaming event. We suggest using a high profile, challenging facilitator like Ruby Wax.
RSA CUSTOMER CASE STUDY
3. Feedback & Reflection • Group feedback and individual reflection. • What worked well? What would they do differently next time?
4. Next Steps and Action Planning • Continuous Engagement planning. What will be covered in the next event? What do you need to think about in the interim? How will you measure your progress in the interim?
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We’ve looked at possible content for Event 1. Now let’s see what Event 2 could look like for the 80+ Senior Managers. The objective of this event is ensure they understand how to deliver the required changes and give them practical application experience. We suggest using the same venue as Event 1 for consistency and to anchor the event in accelerated learning and the immersive event space concept.
am Session
pm Session
1. “Passing the Baton”
Learning objectives
“Delivering Edgy Collaboration”
Learning objectives
• Senior Leader introduction to the session. This is where the leader passes the baton and the message is that now it is up to the 80+ to champion, support and deliver the changes.
• Aligning personal communication style with the needs of RSA • Understanding best practice influencing skills • Practising The Conversation Cycle • Strategic Influencing- how this works and practical application
• George Alagiah facilitates a session on how to actually influence and deliver culture change. We suggest that this session moves into the afternoon sessions around Think Customer and Cross Functional Team Working.
• Building a Robust Service & Sales delivery pipeline • Fundamentals of Service recovery • Shared understanding of Management of total customer (external and internal) experience • Listening & responding to customer needs & concerns
2. Communicating & Influencing
Case Study Example • Practical RSA specific case study practise. • Followed by a review. • STOP • START • CONTINUE
Purpose: this session should address the real life challenges within RSA that these senior managers will face so that they can remove any barriers to change and update their own personal action planning.
2. Think Customer • A session focusing on how the learning outcomes can best support better customer excellence
3. Delivering Cross Functional Team Working • Purpose: A session on how to support, nurture and pro actively encourage cross functional team working within RSA.
4. Action Planning- Review & Revisit • Review and reflection. • Next steps & action planning. • Networking and cohort planning. • How will we support and facilitate
LEADERSHIP 50
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We have looked at the Senior Manager’s events. Now we come to Event 3, 450+ Managers session. Here are some early thoughts about what that agenda could look like. The purpose of this event is to produce a ‘hybrid’ population of skilled managers who take personal responsibility for doing things differently….
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Event 3 venue sugges+ons page here?
Creating a successful event space
am Facilitated Plenary Session
As there are 450+ delegates for Event 3 , we want to create the right kind of event space to accommodate them and give them all the maximum amount of engagement.
9.00-9.30 am Event introduction using multimedia presentation, event facilitators and senior sponsor.
With large numbers that can be tricky. What has worked really well is to use a large space where we can facilitate plenary sessions and then designated areas within that space where the smaller breakout groups work. So, in effect everything happens within that one large space. The breakout areas can use interactive technology (ipads and delegate voting consoles) to keep a track of what’s happening in other groups. We anticipate breakout groups of approx 25 people.
Why this event? Why now? An overview of the Group’s mission and purpose, UK & Group Strategy and how this should be applied to the learning outcomes of the event. This introduction session should be punchy, clear and direct, putting the strategy into context is vital. Strategy only succeeds when each individual takes personal responsibility for their working methods. This event is about developing some of those core competencies.
9.30 – 10.00 Facilitated Overview of Collaboration & Decision Making Powerful story telling of best practice working methods • Frame decisions to clarify scope, deliverables, and organisational needs. • Gather and analyse the right data to make informed decisions. • Utilize powerful approaches to generate creative strategic solutions that • move beyond the “obvious” choices. • Evaluate multiple options in order to reach the best decision. • Collaborate using cross functional team working to maximize results. • Utilize a variety of tools to improve the speed and quality of decisions.
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am Facilitated Session Delegates are split into smaller working groups for facilitated sessions 10.15-12.30 Decision Making Session Key Learning Outcomes • Making better decisions faster • Knowing how and when to apply various decision making tools • Avoiding common decision “traps” • Employing the right levels of analysis depending on the complexity and urgency of the problem/challenge/opportunity. • Attending to the “thinking” and “people” aspects of decision making • Building better buy-in earlier, leading to more effective execution.
Step 1: Define the Decision, Mini Case Study
Step 2: Master the Facts, Mini Case Study
Step 3: Identify the Options, Mini Case Study
“As we progress through the day, we will use examples or scenarios within and outside of RSA. Examples can come from stakeholder interviews. The idea here is that when we introduce various tools that support our Strategic Making Roadmap, we will ask delegates to consider how they would apply that tool to a real situation within or outside of RSA.”
Purpose of this module: Gather and analyse the right data to make informed decisions.
Purpose of this module: Utilize powerful approaches to generate creative strategic solutions that move beyond the “obvious” choices.
case study Key Learning Outcomes
case study Key Learning Outcomes • Broad vs. Narrow Information Search • The Information Search Process • Types of Information • Tools for Categorizing and Visually Presenting Information
case study Key Learning Outcomes • Understanding Team roles and perspectives in idea generation • Clear understanding of Team processes for idea generation • Working knowledge of Tools for generating and visualizing solutions
• The Leader’s Role in Decision Making • Key Competencies for Decision Makers • Linking UK Strategy Business Goals and the Wider Organization • What is a Good Decision? • Asking the Right Questions to Define the Decision • Understanding Who to Involve in the Decision Process
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am Facilitated Session
pm Facilitated Session
Step 4: Make the Choice
13.15
Purpose of this module: Evaluate multiple options in order to reach the best decision.
Learning objectives case study • What factors influence our choice of decision model? • Intuition vs. Rationality • 4 Core Decision Models • The “People” Side of Making the Choice • Avoiding Decision Traps
Steps 5 : Plan and Implement Solutions: Purpose of this module: Plan and
case study
Plenary group debrief and review
the word appears in the cloud so delegates know what everyone else is discussing.
BREAK
Implement the Decision:
Facilitated review session using interactive technology to gauge delegate feedback.
Key Learning Outcomes:
An overview of the Edgy Collaboration Principles.
At this point in the day we would introduce a serious gaming session.
Delegates are split into DIFFERENT working groups for PM facilitated sessions
The purpose is to create a highly stimulating practical application of some of the key learning points.
13.45-14.15 Innovating for Collaboration
Managers will get to try out all of the skills acquired and put them into context.
• The People Side: Winning Support for Solutions • The People Side: Creating Commitment for Implementation
Brainstorming session around how best to use collaborative working methods within RSA.
It also opens up debate around ‘under pressure, what happens to us and can we successfully employ these new skills’
DEVELOPING Solutions can be fed back real time using interactive technology for debrief.
Hot Topics can be recorded on a real time “ Cloud Screen”, for example if the topic of ‘challenge’ is trending
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pm serious gaming
Plenary facilitated session
“ The Customer” A re staging of ‘the customer’ business gaming simulation.
16.30
18.00
Plenary group debrief and review
Continuous Improvement - Wrap up, Review and Close
Delegates are split into 3 teams ( Worker, Middle Management, Executive) to create one RSA subsidiary company. The company is pitching to win an order from a VIP Customer. Each team is given a set of instructions with which to complete the task and must be followed to the letter. Only the Executive team has the full spec.
Teams must collaborate around leadership, operational excellence, communication and service excellence in order to complete the task. N.B This time the delegates will be rewarded points for using decision making tools. They will also be tested on how well they use some of the Edgy Collaboration techniques.
• Facilitated review session using interactive technology to gauge delegate feedback. • What worked well? How would they do things differently next time? • What are delegates going to STOP doing? • What are delegates going to START doing as a result?
• What next? Making personal commitments to change. • How to use your Electronic Development Kit. • On-going support at RSA
18.30 End
• What are delegates going to CONTINUE to do?
16.30 Networking Session • An opportunity for facilitated networking. • Speed networking (speed dating format)
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This is a simple Manager’s ‘take away’ from the event session. It will contain recaps and reviews of all of the learning models and content that has been previously covered in the event. It’s an opportunity for Managers to reflect on the material and at a later time remind them of how to best apply the learning. As its electronic it can contain audio guides and prompts as well as short video pieces. Example “ The Decision Making Process” could contain a 3 minute audio recap as well as a 60 second video going through the main points. We could also include a screen saver of the model for ease of use and print out.
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At the end of the event Managers will receive an Electronic Development Kit. Included will be all of the tools and methodologies from the day, as well as coaching advice and guidance on how to keep successfully employing them on a day to day basis.
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Define the Decision
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Measure, Feedback, Evaluate & Adjust
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Master the Facts
We would have to work with you to decide what would suit you best.
INTERPERSONAL PROCESSES COGNITIVE PROCESSES
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Plan & Implement Solutions
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Identify the Options
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Finally, we have some early thinking around post event strategy.
It’s critical that Managers feel supported post event and we like clever thinking around how best to do it….
Make the Choice
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developing you 2012 live events
POST EVENT
Workplace Storytelling using RSA environment to tell powerful stories of achievement
Podcasts follow up discussions, how the events are making a real difference
Customer Contact Plans aligning learning outcomes from the event with current customer contact process
Innovation Clinics
senior sponsor led sessions to explore problem solving, concept forming and solutions
Manager Cascade
manager led team sessions to embed behaviour change using EDK’s & support materials
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In
order to really change a culture within any organisation, we know that follow up is just as important as the delivery of the intervention itself. Managers must be measured and tasked with tracking the progress of any learning outcomes around decision making, customer care and growth. What has worked well in other leading world class organisations is a ‘peer to peer’ review which is diarised for 3 -4 months
later. During this peer review Managers will be tasked with reporting back on changes actually made and chart the impact of those changes on the organisation. This peer review should link into kpi’s in some way and be senior sponsored. Tracking the pathway to a world class No 1 beacon brand is critical in any development strategy. The capstone of this should be a Celebration Event for all the UK Staff (8000+) .
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We’ve worked with some world class expertise in live events. Here is a selection of truly brilliant and engaging experts who would bring this material to life with you and provide your delegates with an unforgettable, profitable, career defining development day..
Tina Emerson
Ruby Wax • Ruby Wax has had a successful 25 year career in television. Through her directness, intuition and humour she quickly established a relationship with her guests during interviews, creating a climate of mutual appreciation and rapport. This incredibly useful skill can be taught to any leader who wants to motivate, inspire and improve communication within their organisation. • Aside from her career in television, she qualified in Psychotherapy and studied in Neuroscience at Oxford and now runs management workshops for business leaders enabling them to find a deeper and more direct level of communication with their clients and colleagues. Her workshops combine humour with scientific and
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the oretical learning and normally involve practical exercises. • During a typical workshop, she might include clips from her interviews with Madonna, Imelda Marcos and Hugh Heffner. Ruby demonstrates moment by moment how she gets under the skin of these individuals, relating to them on a human level, showing both samples of her many successes, and one or two of her ‘car crashes’! • As Ruby says, “when you begin to relate as one human to another it helps build better teamwork, better connections with the public, your clients, your shareholders and your employees. It’s your humanness that works as a glue to hold relationships together, not your intellect.”
• Tina specialises in leadership development, facilitation, team building and outplacement. She has over 25 years’ experience at senior level within the Learning and Development arena across sectors such as Agrochemicals, Government, Energy, Financial Services and Retail. Prior to ASF Development Tina successfully ran her own consultancy specialising in learning and development, resourcing and HR project management. Her earlier career encompassed a number of senior corporate roles before moving into consultancy.
• With a strong emphasis on encouraging and embedding behavioural change, her style is motivational, high energy and inclusive. Her passion is to enable people to excel and realise their full potential. Tina is qualified in a range of psychometric tools and development procedures including Myers Briggs, Insights, Belbin and Thomas International. She is an accredited life coach, emotionalintelligence practitioner, associate member of the CIPD and a Fellow of the Royal Society of Arts.
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Andrea Spence-Furguson • Andrea focuses on leadership, business and personal coaching and team building. She has an in-depth background in Training and Development working in a variety of industries including Financial Services, Media, Speciality Chemicals, Government and Logistics. She is qualified as a teacher and is a current Chair for an Educational Appeals Tribunal. • Andrea is highly enthusiastic, pragmatic and results focussed. Her strength is working in partnership with organisations to diagnose and design customised learning programmes which drive through behavioural and cultural change. Andrea is CIPD qualified, an NLP
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practitioner and she holds the ILM Diploma in Management Coaching and Mentoring. She is an accredited Belbin user and is British Psychological Society levels A and B qualified.
George Maxwell Alagiah • George Maxwell Alagiah is a British newsreader, journalist and television news presenter. • Since 3 December 2007, he has been the sole presenter of the BBC News at Six and has also been the main presenter of GMT on BBC World News since its launch on 1st February 2010. He is also the main relief presenter for the BBC’s flagship bulletin BBC News at Ten and has held this role since its launch in 2000, making him the longest serving presenter of the flagship news programme.
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THANK YOU 74
Contact:
Phil Watton Unit 22b Coda Centre 189 Munster Road London SW6 6AW t: 020 7381 7854 e: phil@lodestar.co.uk