Why I love web design training

Today I started training a new client in web design. My trainee has opted for a course of 12 sessions, going through what I call the starter package for new web designers and has opted to make a real web site as part of the course.

I really enjoy doing training. I have over 12 years experience of teaching web design and this is part of my work that has been very successful and which I enjoy the most.

Most trainees opt for a session of 2 hours and usually do one session per week. All training (or “coaching” as I sometimes call it) is one to one and hands-on. I have worked in classroom and small group settings, training in web design but I like the personal challenges that come with face to face coaching.

I teach professional web design and very often this is for people who want to become web designers as part of their career path. My curriculum is based on professional experience and includes much that is left out by academic courses taught by those who are not jobbing web designers. You cannot learn modern practice from a curriculum manual that was edited some time ago but for many accreditation bodies, this is what happens.

To do this work well you have to be up to date with current practice. That is constantly changing. The whole world of website design has changed a lot, mainly due to the impact of Web 2 and social networking sites. Also, in the UK at least, most people are now using Broadband and this has introduced a layer of multi-media content that has radically changed what you can include as content on a site.

I write my own courses and have done for some time. I have course curriculums that I have made up myself to fit with commissions and contracts. Some of my courses are unique and I think I am good a designing courses and all the support materials that go with them. I charge very competitive rates, given that grant aid or funding for this is now extremely difficult to get.

My business – B2B Web Consultants – closed in 2016 when I retired.

Social Enterprise Support and advice

Trevor Locke is currently doing the FAIR course provided by Social Enterprise in the East Midlands (SEEM). This new learning programme is provided for those who are giving support to the Third Sector. It focuses on advice about social enterprise, helping community groups to make the best use of their assets or to help them work with the public sector. Course participants are drawn from Third Sector infrastructure support organisations. It covers how to set up a social enterprise and get it funded. Requests for such support come from community grouops, voluntary organisations or charities wanting to set up a trading arm.

Participants are learning the underpinning knowledge and understanding needed to carry into the SFEDI assessment process. SFEDI is the Government recognised UK Standards Setting Body for Business Support and Business Enterprise. Run by entrepreneurs for entrepreneurs, SFEDI researches leading practice, sets standards, principles and guidelines.

Trevor hopes that he will gain accreditation that will enhance his ability to deliver business advice in the social enterprise sector.

Support for Social Enterprise in Leicester

The leading agency that supports emerging, new and established social enterprises in Leicester/shire is called Case-da. They have a web site: Case-da and their office is in New Walk. The web site does have a listing of social enterprises in our area, although they tell me it is not necessarily up to date.

Case-da began life as Leicester and County Co-operative Development Agency and changed their name in 2005. They will help people in the East Midlands, although a lot of work tends to be focused in Leicester/shire.

What makes a good consultant?

Trevor Locke thinks about what a good consultant is all about


Having the right skills for the consultancy task is obviously critical. It is also
important to have good organisational and communications skills: they do not always come with the rest.

Consultants who deal with particularly complex problems need to have the right aptitude for analysis – being able to break down complex processes and
problems into parts, steps and elements.

Those who are good at this kind of work will have an eye for detail. They will be particularly finicky about details and will spot things that others will easily miss.

Partly that comes from experience but it also comes from having the mind-set
that is attuned to disassembling very complex things into smaller, manageable things and having a feel for what small bits can easily break the whole ‘engine.’


Do consultants have to haved worked in an industry, profession or line of activity for many years to become a useful consultant? Well yes, if what is required is industry knowledge. Bear in mind, however, that outsiders can be incredibly useful simply because they are outsiders.

I have, on many occasions, taken on a piece of work that is to do with something I have never encountered before. I found I would soak up knowledge and see things very quickly and my “outsider” status allowed me to see things that those on the inside were not seeing. I could also come up with solutions that were, to me, obvious but far from obvious to the insiders simply they couldn’t think outside of their industry box.

Consultants often have to deal with unfamiliar issues, systems or challenges and, to get a grasp, they need a broad range of flexible and adaptable skills. I call these core skills – a toolset of practical abilities and competencies that can be applied to almost anything, within reason.

One of these is information handling. Complex problems or large-scale
development tasks require someone to gather, process, store and analyse large amounts of information, of all kinds. Storing that information requires specific skills in information handling. There are a lot of powerful software packages that make this task easier and faster but the competent consultant should be able to work with information manually. The software is a bonus that saves a lot of time and increases productivity.


There are two kinds of consultant: one who knows a great deal about a
specialised area and is a well-experienced and widely read expert in his field. The other is someone who is an all-rounder, who knows about problem-solving, analysis, management and organisational processes, can work fluently with large-scale strategic pictures, as well as minute components and who has a definite aptitude for soaking up, acquiring and using large amounts of new knowledge in a short space of time ( i.e. the amount of time available for the consultancy.)


Consultants have to have great writing skills. Sadly, too many of them do not. It’s very frequent for consultants to have to present written reports. I have read quite a few of them. Not good, or fit for purpose. Laden with impenetrable jargon that even the client would struggle with, bulked out with useless generalisations and culminating in conclusions and recommendations for which there is scant or no evidence or justification in the body of the report.

Consultants should also be able to talk freely with people of all kinds. They
should be the kind of person who can be chatting amiably with an estate resident one minute and then able to talk policy with a Minister of State the next. And be convincing at both levels.

Consultants need good presentation skills because so often we get asked to
present our findings to a group of people. I’ve seen this happen a few times. Oh dear, not good. When the main findings and conclusions should be beamed out loud and clear, we get drowned in a sea of statistics. Writing and talking in plain English: so important for consultants.


A good consultant will be honest about what they can and can’t do. If they can’t deal with a brief they should say so and call “next”. There will be borderline situations where a brief looks ‘do-able’ with a couple of ifs and buts. What the client presents (as a brief) isn’t always the real problem; it’s sometimes what the client sees the problem as being. The consultant might see through that and want to turn the whole thing around and stand it on its head.

We all present ourselves in the best light: setting out CVs that make us look
really good. But there is a boundary between stating demonstrable facts and
being economical with the truth. If someone believes him/her self to be
competent, they should say so but should still be able to justify that. Saying you have a competency in something (e.g. strategic planning) just because you think you can do it, is not enough.


Consultants are hard working people whose life-work balance is often in see-saw mode. If someone waves a nice fat cheque in front of their faces they are inclined to say yes. They say “yes” before they have sat down and calculated how many hours of work this project will require and where they think they are going to fit it all into their current workload. It’s never wise to prioritise your wallet over your diary, however tempting it might be to do that.


I spoke earlier about having being thrown into unfamiliar tasks. If I were to be
offered a brief to work on something that I know would bore the pants off me, I
would turn it down. I say this because excellence requires vision and passion. It is hard to work up either for these for something you don’t relate to and just can’t stand. I would never accept a commission from a horse racing society or do anything related to the racing of four-legged animals because I could not get excited about it. I would not feel likely to generate visions of what could be
achieved and get passionate about the subject matter. I know not all consultants will agree with me on this. But this is how I see it.


Do consultants always understand the brief they are given? No. When negotiating a client’s brief, the consultant should be able to be

* Analytical about it (what’s this really about?)
* Penetrating (see beneath the surface to the underlying problem)
* Diagnostic (what made this situation come about?)
* Challenging (don’t just accept what the client says as being gospel truth)
* Clear about the end-results of the consultancy


If you plan to spend a lot of money on a consultant: get a good one. Even if your budget is modest, get a good one, if the outcome is mission critical. Consultants have been known to do more damage than good to an organisation. Don’t take the first one that comes along. Place emphasis on references and recommendations. Be prepared to have them pull your carefully worded brief to bits.