We celebrate our twentieth anniversary with pride, as we have become recognised as the leading organisation in our field. ILSPA not only offers accredited and recognised qualifications but also provides professional recognition for our Members and their ongoing development, together with support, advice and career guidance for trainee and experienced Legal Secretaries throughout the UK and overseas.

The Institute of Legal Secretaries and PAs was formed in 1990 by a group of like-minded legal professionals to promote the excellence and professional recognition of Legal Secretaries and PAs. We initially existed to assist legal practices with their main support staff functions by helping maintain and improve services to their clients through the expertise and diligence of a well-informed and commercially aware secretariat.

You may be surprised to learn that 60% of people rate fear of public presentations even above the fear of death. This comes from an ancient fear of ostracism from the tribe, abandonment and vulnerability, which remains part of our inheritance in the emotional brain. The emotional (subconscious) part of our brain evolved for life in the wild, whereas our intellectual (conscious) brain evolved much later. Fear produces stress and it triggers the fight or flight response; danger requires a physical response, not an intellectual one. That response is only turned off when we take physical action – fighting or fleeing – or if we become skilled at reducing stress by becoming calm. Excess stress inhibits access to our intellectual and rational brain.

We are problem-solving animals. Our brains are designed to find solutions to enhance our life. This applies as much to practical problems of which we are very much consciously aware – such as how to deal with that difficult matter, colleague or client – as it does to problems that need addressing in one or more areas of our lives of which we are often only subconsciously aware – a nagging thought, perhaps, that something is not really quite right.

Knowledge and skills development is vital to the health of organisations.  We live in an information age today, and organisations are routinely valued not just on their physical but on their intellectual capital.  Training is one of the chief methods of maintaining and improving intellectual capital, so the quality of an organisation’s training affects its value. Untrained or poorly trained employees cost significantly more to support than well-trained employees do.  Training affects employee retention and is a valuable commodity that, if viewed as an investment rather than as an expense, can produce high returns.

We were recently excited to come across a “Secretary’s Guide and Office Worker’s Manual” which was published in 1944.  It is packed full of useful advice for secretaries and office workers of the time, with the slogan “Get Ahead; Improve Yourself; Earn More Money”.

What we found interesting was that the advice given in the manual regarding career advancement has not changed over the intervening 60 years.  The basic principles of being successful in your job still exist today.  So although technology may have radically changed the way we work, social attitudes have not.

Happy New Year professional colleagues! Thank God for bringing us thus far, with the promising Year 2010 already here.  I am confident that we can all succeed provided we acknowledge that success is not an accident. It begins with a well conceived plan. Therefore, to succeed in any of our endeavours, we need to plan consciously. By not consciously planning to succeed, we are unconsciously planning to fail.

Our relationships with colleagues in the workplace are important, and can to a large extent determine the level of our success. Good workplace relationships will not only help you do your job better, but also make your daily work more enjoyable. In turn, bad relationships with colleagues can be very distracting and can cause a great deal of anxiety.

If you say the words “capital punishment” to anyone you will get a varying degree of opinions on the subject. Capital punishment has always been (and will always likely be) a strong topic for debate. No matter whether you are for or against the death penalty in Great Britain, it has to be acknowledged that there have been several instances of miscarriage of justice throughout the years.

Have you ever noticed how much more you can get done on the occasional day that you work away from the office? So where does the time go in the office? A “quick” question from a colleague, a phone call, a never-ending flow of incoming emails, a quick trip to the coffee machine: they all add up. So here are the top ten tips to help you minimise interruptions:

1. Are you the cause of your interruptions? Work out whether you are using interruptions as an excuse to avoid your work. If you procrastinate, butterfly from job to job, or are distracted by the world outside your window, do something about it!

Even some simple changes in our everyday life and routine can make a profound difference to our performance and allow us to get more out of work and life generally. Taking care to do more things that boost serotonin and endorphins (our natural feel-good chemicals) will promote a better and more stable mood and help us to cope better in difficult times. In contrast, doing things that produce stress hormones will undermine mood and prevent us from performing well and getting the best from what we do.

Here are the main recommendations:

In the wake of the Parliamentary Expenses Scandal that has rocked Great Britain this year, many politicians that we gave our trust (and votes) to have been exposed as cheats. They used the existing parliamentary expenses system to claim for some ludicrous and outrageous items. No matter whether it was a 59p tin of dog food or £22,500 for dry rot repairs in a home that conveniently was changed to a second home days before the claim, the British public have taken a stand and shouted for reform; we will no longer stand for our politicians raiding the public purse for extravagances and items that are not relevant to their job.