"Brooks International, a global executive services firm, is strengthening its international presence and as part of its long term strategy has appointed John Weston to its Global Advisory Board with immediate effect.”

John Weston was with British Aerospace from University until he departed as CEO in 2002. He was one of the core group who turned the company around (a predecessor of BAE Systems).

In 1990 he became Managing Director of the Military Aircraft, which then employed 27, 000 people, with annual sales of £3.5 billion. In 1992 he became Chairman of the British Aerospace Defence businesses which accounted for 75% of the parent company's operations. In 1998 he became Chief Executive of British Aerospace. During his tenure, British Aerospace was transformed into the new BAE SYSTEMS Company. This took it from an organisation with sales of around £7.5 billion and 55,000 employees, located mainly in the UK, to an international group which handles sales of £12.5 billion, and 120,000 employees.

"Brooks International, a global executive services firm, is strengthening its international presence and as part of its long term strategy has appointed Baroness Pauline Neville-Jones to its Global Advisory Board with immediate effect.”

From 1963 – 1996 Pauline was a career Diplomat during which time she served in British Missions in Rhodesia, Singapore, Washington and Bonn. Between 1977 and 1982 she was seconded to the European Commission where she worked as Deputy and then Chef de Cabinet to the Budget and Financial Institutions Commissioner, Christopher Tugendhat.

From 1991 to 1994 she was Deputy Secretary to the Cabinet and Head of the Defence and Overseas Secretariat in the Cabinet Office. Between 1993 and 1994 she was Chairman of the Joint Intelligence Committee. From 1994 until her retirement, she was Political Director in the Foreign and Commonwealth Office, in which capacity she led the British delegation to the Dayton negotiations on the Bosnia peace settlement. From 1996 to 1998 she was Managing Director and Head of Global Business Strategy for NatWest Markets and Chairman of NatWest Markets France. She was Vice Chairman of Hawkpoint partners Ltd., then the corporate advisory arm of NatWest Bank plc from 1998 to 2000.

"Brooks International, a global executive services firm, is strengthening its presence in Europe and as part of its long term strategy has appointed Ian Taylor as chairman of its Global Advisory Board with immediate effect. Ian Taylor was a Member of Parliament for 23 years until standing down at the last General Election to pursue business interests. He chaired or was an officer of several science and technology committees in Parliament and was a Minister in the mid 1990s. He is now on the board of several companies and on the Science & Technology Facilities Council. Further information is available on www.ian-taylor.eu

"This appointment reflects the growing importance of business in Europe for Brooks, not least because of the commitment of some of its US clients to invest and expand in the EU.  Brooks currently has active clients throughout both Eastern and Western Europe, and a track record of value delivery in the UK and many countries across the globe.

Performance Increases Require a Change in Attitude:
A Level 4 Achievement

Attitudes and opinions are directly reflected by performance. Increasing performance, whether requiring an increase in skill, an increase in productivity, an increase in sales, an increase in profitability, or an increase in any measurable aspect of getting effective work done through others, demands an understanding that something needs to change and that something must fundamentally begin with a change in attitude.  In order to begin the process of changing attitudes that affect performance, one must first get agreement on a simple tenet,  things are not now where we need or want them to be.  For  all adult learners,  the process of getting a positive, desirable and perpetual change begins with a desire for  change must be created.  Creating thatdesire demands an understanding of what motivates people to act.  It demands creation of  an understanding of what benefit they, personally, will receive from changing their behavior and, making  the answer to the question “Whose goal is it?”  an unconditional ”MINE!” for everyone involved.  The driving desire for  change is founded in an understanding of both what needs to change and why. In order to find out the answer to both of those questions, one must properly diagnose the need.

As has been clearly outlined in Dr. Donald Kirkpatrick’s (1979) Four Level Evaluation Model, and asserted by the many,  this task is no less than daunting, it is difficult to  measure the appropriate attitudes and opinions that must change in order to achieve a measurable Level 4 Return on Investment (ROI) or monetary value assigned to the transference and utilization of trained materials and increase in performance.  There is, however, an instrument that has been used with management groups for more than 25 years, the Management Beliefs Questionnaire  (MBQ)©, a survey of management values.  It  has been proven not only to be very effective in diagnosing the need for changing attitudes and behaviors to increase  productivity, but also in creating the needed documentary evidence to prove a definitive return on investment for the training provided as a result of diagnosing the need.  It also delivers a programmed set of interventions to address each identified deficiency.