The Million master
Dorset Echo 16th November 2022 (view here).
The challenges for HR to prove the value of wellbeing initiatives to business?
Published in HR Review
Published in HR Review
The biggest challenge is human nature; the best of it and the worst of it. There are those short-sighted employers looking for the short-term quick buck rather than investing in creating a dynamic long-term productive workforce. There are also those employees who want to bleed as much as possible in the short-term from their employer. I suspect today the first category, perhaps once dominant, is now considerably smaller than the second category, but it is to that category that HR professionals have to sell their message. A happy workforce will be more productive; a safer workforce will be more productive. Looking at the global picture, I think society as a whole has become sloppy in the last five decades. The biggest challenge is to keep a workforce motivated when it actually has good conditions, where there is nothing to moan about.
In John Grisham’s book, The Painted House, a 10-year-old boy, who is the youngest of three generations, lives on a tenanted cotton farm in southern America. The whole family are enjoying a family meal, but the boy is troubled. The crop is good, the weather forecast is good, there is an abundance a cheap labour for picking the cotton, the sales market is strong and the adults for once appear to be unworried. The astute grandmother seeing that he is troubled says, “don’t worry. The adults will find something to worry about soon”. That is the biggest challenge, knowing when things are right and ensuring staff appreciate them as such.
How much do you feel that employment law has underpinned wellbeing in relation to safety at work?I do tend to think of employment law in the narrow context and not in the broader context of health and safety. As is often the case with law, I don’t know which is the chicken and which is the egg. Does the demand, or perhaps I should say, the obvious need for general improvements in some working conditions, lead to needed law changes or are the lawmakers’ visionary and opening up greener pastures? My suspicion is it is something of a middle course.
There have always been and, whatever laws may exist, will always be good and bad employers. There is probably a general misconception from the 1920s that all private mine owners were bad employers. I remember, however, meeting a widow of over 60 years in the late 1980s who told a very different story. Her story was not a one off either, but sadly, there will always be a need for laws to protect employees against the minority of employers who are bad.
The phrase ‘common sense’ is totally misunderstood, grossly overused and rarely applied. Safety at work is essential and always has been. As such, basic legislation to create a safe, level playing field to ensure wellbeing in relation to safety at work is essential. The great danger that we now face is that health and safety has switched from being the tail wagging the dog, to the pack of hungry hunting hounds. It has long been accepted that to be truly effective, all laws have to command broad general support. I’m not talking about 51 per cent, or even 48 per cent or 52 per cent, as we have seen and continue to see! Until recently, and this has changed because of technology, many laws have in fact been largely self-enforcing. Speed limits, for example, are based on an acceptance of common sense by reasonable and responsible people. So it has to be with employment and health and safety law.
Are certain sectors promoting wellbeing more effectively than others?Wellbeing means feeling healthy, happy and comfortable but it is difficult to encompass all sectors with a great sweep of a brush across the canvas.
I do believe that many things have changed in the last ten to twenty years, reshaping attitudes across the entire spectrum of life. The word ‘millennials’ has bounded into our society, but I don’t feel they have the same energy and appetite for life as a whole that my generation did. Maybe it is true that life has become more comfortable and, as a result, we have started to become soft. Maybe it is true that my generation has not had what is considered to be the best work/life balance.
Yet, one of the most significant and overdue changes over time has been approaching wellbeing at work with a more enlightened view. I now have no staff as such, just part-time ad hoc secretarial support, but I remember constantly saying to staff 30 years ago in the early to mid-afternoon that whilst I appreciated their commitment, if they hadn’t had lunch I wanted them to go for a walk around the park opposite. Yes, I was concerned for them, but I don’t hide the fact that I also knew that productivity levels, reliability and efficiency would fall if they didn’t take a break.
Currently we read there are proposals that people should not be expected to check their emails over the weekend when not at work. The University of Sussex has cast doubt on whether this is actually a healthy thing. You might question why I refer to this here given the subject of the question, but quite obviously a production worker at the Ford factory in Dagenham is not going to have work emails to check over the weekend and therefore the situation is different in different sectors. Personally, I side with the view that checking emails over the weekend can actually be a stress reliever. Whether I replied or waited until Monday, I’m controlling my life, and that goes for everyone.
Stress and mental health are two of key components to ensuing wellbeing amongst employees, should these be the first two areas that employers focus on when considering their wellbeing strategy?One of the great social changes in recent years is society’s attitude to mental health, not just in the workplace but everywhere. I think the broader change has had a positive impact on the workplace, not just with employers but with fellow employees. There is some way to go, but to a large extent the stigma attached to suffering from poor mental health is evaporating. We must not look at this with blinkered eyes. Employers, especially in SMEs, are just as susceptible, possibly more so, to poor mental health issues as their employees. Yes, it is probably the biggest single issue of wellbeing, but as with health and safety, we must not fall into the trap of swinging from one wrong extreme to another. The ‘pull yourself together’, kick up the backside approach wasn’t the answer even at a time when it was ‘the norm’.
Dare I hope that society has reached a point where it can be objective? Where it can have a pragmatic, stigma-free, balanced approach without the need for excessive legislation. The biggest beneficiaries will be those needing the help.
In John Grisham’s book, The Painted House, a 10-year-old boy, who is the youngest of three generations, lives on a tenanted cotton farm in southern America. The whole family are enjoying a family meal, but the boy is troubled. The crop is good, the weather forecast is good, there is an abundance a cheap labour for picking the cotton, the sales market is strong and the adults for once appear to be unworried. The astute grandmother seeing that he is troubled says, “don’t worry. The adults will find something to worry about soon”. That is the biggest challenge, knowing when things are right and ensuring staff appreciate them as such.
How much do you feel that employment law has underpinned wellbeing in relation to safety at work?I do tend to think of employment law in the narrow context and not in the broader context of health and safety. As is often the case with law, I don’t know which is the chicken and which is the egg. Does the demand, or perhaps I should say, the obvious need for general improvements in some working conditions, lead to needed law changes or are the lawmakers’ visionary and opening up greener pastures? My suspicion is it is something of a middle course.
There have always been and, whatever laws may exist, will always be good and bad employers. There is probably a general misconception from the 1920s that all private mine owners were bad employers. I remember, however, meeting a widow of over 60 years in the late 1980s who told a very different story. Her story was not a one off either, but sadly, there will always be a need for laws to protect employees against the minority of employers who are bad.
The phrase ‘common sense’ is totally misunderstood, grossly overused and rarely applied. Safety at work is essential and always has been. As such, basic legislation to create a safe, level playing field to ensure wellbeing in relation to safety at work is essential. The great danger that we now face is that health and safety has switched from being the tail wagging the dog, to the pack of hungry hunting hounds. It has long been accepted that to be truly effective, all laws have to command broad general support. I’m not talking about 51 per cent, or even 48 per cent or 52 per cent, as we have seen and continue to see! Until recently, and this has changed because of technology, many laws have in fact been largely self-enforcing. Speed limits, for example, are based on an acceptance of common sense by reasonable and responsible people. So it has to be with employment and health and safety law.
Are certain sectors promoting wellbeing more effectively than others?Wellbeing means feeling healthy, happy and comfortable but it is difficult to encompass all sectors with a great sweep of a brush across the canvas.
I do believe that many things have changed in the last ten to twenty years, reshaping attitudes across the entire spectrum of life. The word ‘millennials’ has bounded into our society, but I don’t feel they have the same energy and appetite for life as a whole that my generation did. Maybe it is true that life has become more comfortable and, as a result, we have started to become soft. Maybe it is true that my generation has not had what is considered to be the best work/life balance.
Yet, one of the most significant and overdue changes over time has been approaching wellbeing at work with a more enlightened view. I now have no staff as such, just part-time ad hoc secretarial support, but I remember constantly saying to staff 30 years ago in the early to mid-afternoon that whilst I appreciated their commitment, if they hadn’t had lunch I wanted them to go for a walk around the park opposite. Yes, I was concerned for them, but I don’t hide the fact that I also knew that productivity levels, reliability and efficiency would fall if they didn’t take a break.
Currently we read there are proposals that people should not be expected to check their emails over the weekend when not at work. The University of Sussex has cast doubt on whether this is actually a healthy thing. You might question why I refer to this here given the subject of the question, but quite obviously a production worker at the Ford factory in Dagenham is not going to have work emails to check over the weekend and therefore the situation is different in different sectors. Personally, I side with the view that checking emails over the weekend can actually be a stress reliever. Whether I replied or waited until Monday, I’m controlling my life, and that goes for everyone.
Stress and mental health are two of key components to ensuing wellbeing amongst employees, should these be the first two areas that employers focus on when considering their wellbeing strategy?One of the great social changes in recent years is society’s attitude to mental health, not just in the workplace but everywhere. I think the broader change has had a positive impact on the workplace, not just with employers but with fellow employees. There is some way to go, but to a large extent the stigma attached to suffering from poor mental health is evaporating. We must not look at this with blinkered eyes. Employers, especially in SMEs, are just as susceptible, possibly more so, to poor mental health issues as their employees. Yes, it is probably the biggest single issue of wellbeing, but as with health and safety, we must not fall into the trap of swinging from one wrong extreme to another. The ‘pull yourself together’, kick up the backside approach wasn’t the answer even at a time when it was ‘the norm’.
Dare I hope that society has reached a point where it can be objective? Where it can have a pragmatic, stigma-free, balanced approach without the need for excessive legislation. The biggest beneficiaries will be those needing the help.
How agile business strategy, structures and techniques can help organisations navigate the turbulent global economy, particularly in light of Brexit
1. In general, what do you think are the main impacts of Brexit on UK business?
The first major impact of Brexit on business is simple; not knowing what is going to happen or when. Uncertainty is a killer. It frustrates, it kills investment and, perhaps even more damaging, it can kill ambition.
Prime Minister Boris Johnson is determined to take Britain out of the EU, despite the events in Parliament this week, with or without a deal, on October 31st. How can UK businesses prepare for life post-Brexit on either basis?
The political debate is currently not about what is best for the UK, but the mechanics of how, and some would say if, the result of the 2016 Referendum is implemented.
Of course, not all businesses will be affected or at least seriously affected. The reality, as opposed to political and media hot air, is that there are businesses, such as my old hospitality businesses, which will only be marginally affected. We always concentrated on local seasonal produce for our menus and majored on English wines, but obviously also used imported ingredients. My current businesses, however, which arranges money for property development and all business finance needs, will be unaffected.
But others will potentially be seriously affected by a no-deal Brexit. For example, the motor trade, which is not just the major car companies who are actually assemblers as much as manufacturers, and the pharmaceutical industry.
Regardless of a deal or not, Brexit will impact British business, especially SMEs, so managers and employers should be ‘prepping’ for the uncertainty their companies’ face as we approach uncharted waters – possibly under two months away. But it appears that the greater possibility now is that Brexit will be delayed until 31st January 2020, or for as long as the EU decides. A totally bizarre scenario resulting from Remainers using every possible means to prevent Brexit and Leavers being unrealistic about what is possible.
I learnt as a kid not to panic, not to cheat, not to cut corners - all good lessons. I also learnt to study the rules and use them to my benefit, which may or may not be as they were intended to be used! Of course, this is exactly what the politicians are doing. And so it is with a no-deal Brexit. First you need to understand exactly how it will affect you, indeed if it will affect you.
If it doesn’t affect you, or affect you much, you don’t say great and head for the golf course. You look at how you can use what is happening to benefit your business.
But for those businesses it will affect, how can they prepare for what they don’t know? The key is to focus on the present because they will know more than they realise. My great grandfather, a London docker, taught me much, but would always say don’t moan about the hand you’ve got, it’s the only one you’ve got so understand it and use it to get the best possible result. And so it is here. The problem, the real problem, for all businesses large and small, is the cost of what could be abortive preparation. And cost isn’t just money, it is time and resources. Time, resources and money that could be better invested in business development than manning barricades.
Although it is still unclear what Brexit will entail, that does not mean businesses cannot strengthen themselves for whatever may be coming - starting now. They have to, this is a very real TINA moment!
2. In what ways can being an agile business avoid or reduce those impacts?
There are two key areas to focus on:
Retaining a quality workforce
With record employment - 32.81 million people - shear body numbers are becoming hard enough and driving staff costs upwards, with wages rising 3.7% in the last year. At any time, recruiting, training and keeping quality staff is difficult, as I well know in the SME world, but with full employment it is a nightmare without the added impact of Brexit. So, the number one thing UK businesses should concentrate on with the threat of leaving with or without a deal, is how they will continue to attract and retain talent.
The no deal threat will still be there even with the ‘Surrender Bill’ if a General Election is called next week. It is inevitable that a no-deal Brexit will have an impact on the mobility of our workforce and employee churn is likely, with many individuals, both nationals and non-nationals, expected to leave the country. This will inevitably create gaps, possibly serious skill gaps, in certain areas of the market.
The first challenge will be to prevent those gaps opening up in your business, but if they do, you need to have a plan to fill those gaps, and I mean a carefully thought out, detailed and costed plan because that will not be achieved by one action alone. There is no one-size-fits-all answer. Plan for it now. The days of “Ostridge management” in the 1960s and on into the late 1970s when high inflation bailed out badly run businesses are over. Acknowledge, act, achieve!
Therefore, it is essential that employers are realistic, practical and forward-thinking. They must think creatively about how to protect their workforce - which may mean looking beyond salaries and thinking about what their key players really value.
Scenario planning
Entrepreneurs must strengthen their financial knowledge with the potential of a no-deal Brexit being a real possibility. Business owners should ensure they know their numbers thoroughly, especially any weak points. It won’t just “be alright on the night”, it will be carnage with that approach.
In any Brexit landscape, managers, leaders and entrepreneurs will need a nimble mindset. With the benefit of technology, the smallest of firms can model potential scenarios at modest cost, changing the input to predict different potential outcomes. When I was a corporate planner in the Midland Bank in the mid 1970s, we had a machine in London linked to the States and after inputting variables, we had to wait five days to see the impact – now you can do it live on your phone in the pub, coffee shop or on the train!
For instance, if the cost of importing a key raw material went up by 10 per cent, what effect would that have on your bottom line? What about if it were 15 per cent? What measures could you potentially take to offset the impact?
On the other hand, could new key markets open for you, allowing your operation to expand?
Ultimately, with a deal, no deal or further stagnation, UK businesses need to have a clear plan in place as we edge closer to the deadline, because the reality is that no one knows what the future holds post-Brexit.
The fundamentals lie in focusing on retaining key talent, being aware of your strengths and weaknesses, and understanding how vulnerable you are to the different scenarios that may unfold.
When my grandchildren reach five they get a hard wooden, brass inlaid domino set from me. On the back, broken up so the dominos have to be lined up correctly to spell out the message, it says, “Let the only limit on your horizons be your imagination, and let your imagination be unlimited.”
That would seem to sum up what’s needed for a Brexit Day - with or without a deal. A good salesman ignores objections and ploughs on to a sale, which he sometimes gets. But only sometimes. We cannot gamble with our business futures, we need certainty.
Frankly, while we would prefer a good Brexit, it doesn’t matter. Good, bad or indifferent, we the entrepreneurs of this creative and imaginative island will make it work, but we must prepare ourselves for all eventualities. I believe we will.
How businesses can prepare for a no-deal Brexit
With new Prime Minister Boris Johnson determined to take Britain out of the EU, with or without a deal, on October 31st, how can UK businesses prepare for life post-Brexit if the latter becomes reality?
The political debate is currently not about what is best for the UK, but the mechanics of how, and some would say if, the result of the 2016 Referendum is implemented.
Of course, not all businesses will be affected or at least seriously affected. The reality, as opposed to political and media hot air, is that many businesses, such as my old hospitality businesses, will only be marginally affected. We’ve already concentrated on local seasonal produce for our menus but obviously also used imported ingredients. My current businesses, however, which arrange money for property development and all business finance needs, will be unaffected.
But others will potentially be seriously affected by a no-deal Brexit. For example, the motor trade, which is not just the major car companies who are actually assemblers as much as manufacturers, and the pharmaceutical industry.
Regardless of a deal or not, Brexit will almost certainly impact British business, especially SMEs, so managers and employers should be ‘prepping’ for the uncertainty their companies’ face as we approach uncharted waters - now just a matter of months away.
I learnt as a kid not to panic, not to cheat, not to cut corners - all good lessons. I also learnt to study the rules and use them to my benefit, which may or may not be as they were intended to be used! And so it is with a no-deal Brexit. First you need to understand exactly how it will affect you, indeed if it will affect you.
If it doesn’t affect you, or affect you much, you don’t say great and head for the golf course. You look at how you can use what is happening to benefit your business. I write this on VJ Day 2019 and can see a clear line connection between then and now of opportunity for businesses not affected or not seriously affected by a no-deal Brexit.
But for those businesses it will affect, how can they prepare for what they don’t know? The key is to focus on the present because they will know more than they realise. My great grandfather, a London docker, taught me much, but would always say don’t moan about the hand you’ve got, it’s the only one you’ve got so understand it and use it to get the best possible result. And so it is here. The problem, the real problem, for all businesses large and small, is the cost of what could be abortive preparation. And cost isn’t just money, it is time and resources. Time, resources and money that could be better invested in business development than manning barricades.
Although it is still unclear what a no-deal Brexit will entail, that does not mean businesses cannot strengthen themselves for whatever may be coming - starting now. They have to, this is a very real TINA moment!
There are two key areas to focus on:
With record employment - 32.81 million people - shear body numbers are becoming hard enough and driving staff costs upwards with wages rising 3.7% in the last year. At any time, recruiting, training and keeping quality staff is difficult, as I well know in the SME world, but with full employment it is a nightmare without the added impact of a no-deal Brexit. So the number one thing UK businesses should concentrate on with the threat of leaving without a deal, is how they will continue to attract and retain talent. You shouldn’t be able to do more than you do now, but we all know they can.
It is inevitable that a no-deal Brexit will have an impact on the mobility of our workforce and employee churn is likely, with many individuals, both nationals and non-nationals, expected to leave the country. This will inevitably create gaps, possibly serious skill gaps, in certain areas of the market.
The first challenge will be to prevent those gaps opening up in your business, but if they do, you need to have a plan to fill those gaps. And I mean a carefully thought out, detailed and costed plan because that will not be achieved by one action alone. There is no one-size-fits-all answer. Plan for it now. The days of “Ostridge management” in the 1960s and on into the late 1970s when high inflation bailed out badly-run businesses are over. Acknowledge, act, achieve!
Therefore, it is essential that employers are realistic, practical and forward-thinking. They must think creatively about how to protect their workforce - which may mean looking beyond salaries and thinking about what their key players really value.
Entrepreneurs must strengthen their financial knowledge with the potential of a no-deal Brexit being a real possibility. Business owners should ensure they know their numbers thoroughly, especially any weak points. It won’t just “be alright on the night”, it will be carnage with that approach.
In a no-deal Brexit landscape, managers, leaders and entrepreneurs will need a nimble mindset. With the benefit of technology, the smallest of firms can model potential scenarios at modest cost, changing the input to predict different potential outcomes. When I was a corporate planner in the Midland Bank in the mid 1970s, we had a machine in London linked to the States and after inputting variables, we had to wait five days to see the impact – now you can do it on the phone in the pub, coffee shop or on the train!
For example, if the cost of importing a key raw material went up by 10 per cent, what effect would that have on your bottom line? What about if it were 15 per cent? What measures could you potentially take to offset the impact?
On the other hand, could new key markets open for you, allowing your operation to expand?
What a no-deal future holds
Ultimately, UK businesses need to have a clear plan in place as we edge closer to the deadline, because the reality is that no one knows what the future holds post-Brexit.
The fundamentals lie in focusing on retaining key talent, being aware of your strengths and weaknesses, and understanding how vulnerable you are to the different scenarios that may unfold.
When my grandchildren reach five they will get a hard wooden brass inlaid domino set from me. On the back, broken up so the dominos have to be lined up correctly to spell out the message, it says, “Let the only limit on your horizons be your imagination, and let your imagination be unlimited.”
James Dashner wrote, “Be unpredictable, be real, be interesting. Tell a good story.”
All of that would seem to sum up what’s needed for a no-deal Brexit Day!
The political debate is currently not about what is best for the UK, but the mechanics of how, and some would say if, the result of the 2016 Referendum is implemented.
Of course, not all businesses will be affected or at least seriously affected. The reality, as opposed to political and media hot air, is that many businesses, such as my old hospitality businesses, will only be marginally affected. We’ve already concentrated on local seasonal produce for our menus but obviously also used imported ingredients. My current businesses, however, which arrange money for property development and all business finance needs, will be unaffected.
But others will potentially be seriously affected by a no-deal Brexit. For example, the motor trade, which is not just the major car companies who are actually assemblers as much as manufacturers, and the pharmaceutical industry.
Regardless of a deal or not, Brexit will almost certainly impact British business, especially SMEs, so managers and employers should be ‘prepping’ for the uncertainty their companies’ face as we approach uncharted waters - now just a matter of months away.
I learnt as a kid not to panic, not to cheat, not to cut corners - all good lessons. I also learnt to study the rules and use them to my benefit, which may or may not be as they were intended to be used! And so it is with a no-deal Brexit. First you need to understand exactly how it will affect you, indeed if it will affect you.
If it doesn’t affect you, or affect you much, you don’t say great and head for the golf course. You look at how you can use what is happening to benefit your business. I write this on VJ Day 2019 and can see a clear line connection between then and now of opportunity for businesses not affected or not seriously affected by a no-deal Brexit.
But for those businesses it will affect, how can they prepare for what they don’t know? The key is to focus on the present because they will know more than they realise. My great grandfather, a London docker, taught me much, but would always say don’t moan about the hand you’ve got, it’s the only one you’ve got so understand it and use it to get the best possible result. And so it is here. The problem, the real problem, for all businesses large and small, is the cost of what could be abortive preparation. And cost isn’t just money, it is time and resources. Time, resources and money that could be better invested in business development than manning barricades.
Although it is still unclear what a no-deal Brexit will entail, that does not mean businesses cannot strengthen themselves for whatever may be coming - starting now. They have to, this is a very real TINA moment!
There are two key areas to focus on:
- Retaining a quality workforce
With record employment - 32.81 million people - shear body numbers are becoming hard enough and driving staff costs upwards with wages rising 3.7% in the last year. At any time, recruiting, training and keeping quality staff is difficult, as I well know in the SME world, but with full employment it is a nightmare without the added impact of a no-deal Brexit. So the number one thing UK businesses should concentrate on with the threat of leaving without a deal, is how they will continue to attract and retain talent. You shouldn’t be able to do more than you do now, but we all know they can.
It is inevitable that a no-deal Brexit will have an impact on the mobility of our workforce and employee churn is likely, with many individuals, both nationals and non-nationals, expected to leave the country. This will inevitably create gaps, possibly serious skill gaps, in certain areas of the market.
The first challenge will be to prevent those gaps opening up in your business, but if they do, you need to have a plan to fill those gaps. And I mean a carefully thought out, detailed and costed plan because that will not be achieved by one action alone. There is no one-size-fits-all answer. Plan for it now. The days of “Ostridge management” in the 1960s and on into the late 1970s when high inflation bailed out badly-run businesses are over. Acknowledge, act, achieve!
Therefore, it is essential that employers are realistic, practical and forward-thinking. They must think creatively about how to protect their workforce - which may mean looking beyond salaries and thinking about what their key players really value.
- Scenario planning
Entrepreneurs must strengthen their financial knowledge with the potential of a no-deal Brexit being a real possibility. Business owners should ensure they know their numbers thoroughly, especially any weak points. It won’t just “be alright on the night”, it will be carnage with that approach.
In a no-deal Brexit landscape, managers, leaders and entrepreneurs will need a nimble mindset. With the benefit of technology, the smallest of firms can model potential scenarios at modest cost, changing the input to predict different potential outcomes. When I was a corporate planner in the Midland Bank in the mid 1970s, we had a machine in London linked to the States and after inputting variables, we had to wait five days to see the impact – now you can do it on the phone in the pub, coffee shop or on the train!
For example, if the cost of importing a key raw material went up by 10 per cent, what effect would that have on your bottom line? What about if it were 15 per cent? What measures could you potentially take to offset the impact?
On the other hand, could new key markets open for you, allowing your operation to expand?
What a no-deal future holds
Ultimately, UK businesses need to have a clear plan in place as we edge closer to the deadline, because the reality is that no one knows what the future holds post-Brexit.
The fundamentals lie in focusing on retaining key talent, being aware of your strengths and weaknesses, and understanding how vulnerable you are to the different scenarios that may unfold.
When my grandchildren reach five they will get a hard wooden brass inlaid domino set from me. On the back, broken up so the dominos have to be lined up correctly to spell out the message, it says, “Let the only limit on your horizons be your imagination, and let your imagination be unlimited.”
James Dashner wrote, “Be unpredictable, be real, be interesting. Tell a good story.”
All of that would seem to sum up what’s needed for a no-deal Brexit Day!
Tips to create a professional workplace
for Lombard
for Lombard
How important is it for a small business team to have a checklist in place so that the workplace is professional and productive? Why?
Quite frankly, it doesn’t matter if there are just a handful of people in an SME, or indeed if it is just you, every UK business should have a checklist outlining the responsibilities the employees. One of the great problems businesses face is maintaining consistency, especially when tasks may be carried out at different times by different people, for example in the hospitality industry where trading hours will greatly exceed shift times.
Whether it be a dress code or a goal setting chart, having a structure in place for staff to adhere to will naturally bring professionalism into the workplace, especially if they want to excel in the business. It also helps an employer weed out those who can’t or won’t follow set down procedures.
Almost all those in employment need something to work towards, so having a checklist in place will ultimately create a company culture where everyone shares the same values, although they may aspire to different goals. Structure and discipline are a prerequisite to success in life itself and essential in business. Where staff know what is expected of them they always achieve more, and meeting the expected levels creates a sense of pride.
Overall, a team, no matter how small, should have practices in place to ensure everyone is on the same page, and with a team working as one, professionalism and productivity will be naturally enhanced.
What are your top tips to include on a checklist for those who wish to maintain (or create) a professional and productive workplace?
Focus on team effort – While it’s essential to focus on ongoing team dynamics, it is also fundamental that employees don't get distracted by individual activities that lead them off track. Consistent reassessment and realignment of team goals is the way to achieve the best results.
Hold meetings regularly – Meetings provide a business with a regular forum on core values, allowing members to realign principles and give perspective on business practices. Successful managers should create separate meetings for tactical and strategic business planning, make sure there is enough time allocated for the clarification, debate, and resolution of major issues, and meet quarterly outside the office to review what is happening in the industry, the company, and the team. However, these meetings need to be tightly controlled to avoid duplication and becoming too time consuming. Any normal meeting should not last more than an hour.
Create a cohesive culture – A sense of shared values with the right level of engagement will lead to the development of productive and efficient outcomes. After all, workers with shared values make good team members! A good manager should touch base informally on an ad hoc basis with staff members to give them words of encouragement and thanks, whilst gently alerting them to any shortcomings before they become major problems.
Always reward effort – No one should have their hard work unrecognised. Recognition of effort and achievement will make staff feel valued. Unfortunately, some business management training overlooks the positive impact of appreciation, but it’s crucial as it motivates people to achieve more and helps to build company loyalty.
Keep team engaged – Employees who are left alienated will often fall into a dangerous spiral of not caring about their job, which will in turn impact productivity and morale across the team. To combat this problem, managers need to take the time to find out how to make their employees care about the company's vision. Ultimately, engaged workers will be more enthusiastic and productive, while becoming less passive and taking responsibility for their performance.
Self-discipline – Personally, I live by my ‘book’. I have them going back decades and start everyday with a cup of tea reviewing yesterday’s entries and planning the latest. I hate loose pieces of paper and by setting a good example it encourages others to be equally disciplined. We will all make mistakes and things will go wrong, but the ultimate test is how you handle those scenarios. Notes in my book, even ages later, have prevented many an issue from becoming a disaster!
Quite frankly, it doesn’t matter if there are just a handful of people in an SME, or indeed if it is just you, every UK business should have a checklist outlining the responsibilities the employees. One of the great problems businesses face is maintaining consistency, especially when tasks may be carried out at different times by different people, for example in the hospitality industry where trading hours will greatly exceed shift times.
Whether it be a dress code or a goal setting chart, having a structure in place for staff to adhere to will naturally bring professionalism into the workplace, especially if they want to excel in the business. It also helps an employer weed out those who can’t or won’t follow set down procedures.
Almost all those in employment need something to work towards, so having a checklist in place will ultimately create a company culture where everyone shares the same values, although they may aspire to different goals. Structure and discipline are a prerequisite to success in life itself and essential in business. Where staff know what is expected of them they always achieve more, and meeting the expected levels creates a sense of pride.
Overall, a team, no matter how small, should have practices in place to ensure everyone is on the same page, and with a team working as one, professionalism and productivity will be naturally enhanced.
What are your top tips to include on a checklist for those who wish to maintain (or create) a professional and productive workplace?
Focus on team effort – While it’s essential to focus on ongoing team dynamics, it is also fundamental that employees don't get distracted by individual activities that lead them off track. Consistent reassessment and realignment of team goals is the way to achieve the best results.
Hold meetings regularly – Meetings provide a business with a regular forum on core values, allowing members to realign principles and give perspective on business practices. Successful managers should create separate meetings for tactical and strategic business planning, make sure there is enough time allocated for the clarification, debate, and resolution of major issues, and meet quarterly outside the office to review what is happening in the industry, the company, and the team. However, these meetings need to be tightly controlled to avoid duplication and becoming too time consuming. Any normal meeting should not last more than an hour.
Create a cohesive culture – A sense of shared values with the right level of engagement will lead to the development of productive and efficient outcomes. After all, workers with shared values make good team members! A good manager should touch base informally on an ad hoc basis with staff members to give them words of encouragement and thanks, whilst gently alerting them to any shortcomings before they become major problems.
Always reward effort – No one should have their hard work unrecognised. Recognition of effort and achievement will make staff feel valued. Unfortunately, some business management training overlooks the positive impact of appreciation, but it’s crucial as it motivates people to achieve more and helps to build company loyalty.
Keep team engaged – Employees who are left alienated will often fall into a dangerous spiral of not caring about their job, which will in turn impact productivity and morale across the team. To combat this problem, managers need to take the time to find out how to make their employees care about the company's vision. Ultimately, engaged workers will be more enthusiastic and productive, while becoming less passive and taking responsibility for their performance.
Self-discipline – Personally, I live by my ‘book’. I have them going back decades and start everyday with a cup of tea reviewing yesterday’s entries and planning the latest. I hate loose pieces of paper and by setting a good example it encourages others to be equally disciplined. We will all make mistakes and things will go wrong, but the ultimate test is how you handle those scenarios. Notes in my book, even ages later, have prevented many an issue from becoming a disaster!
How customised employee development can help fill the skill gap
for European CEO
for European CEO
How important is it for a company to have a workforce with a diverse range of skills – especially with future technology developments i.e. 5G?
It is absolutely essential for the modern-day workforce to have an array of skills at their disposal. In doing so, overall flexibility and adaptability within the team will be enhanced, giving a greater depth of skillsets that can come to the fore when technology is misfiring or uncappable of carrying out a certain task. In this respect, future skills will be used to coincide with technology in the workplace.
60 percent of global executives in a recent McKinsey survey expect that up to half of their organisation’s workforce will need retraining or replacing within five years. How do you solve this issue?
Start now. A lot of companies have a hazy vision of the what the future might hold and will worry about it when it arrives, but businesses should be agile, nimble and forward looking. If employers ensure staff are better prepared and trained for the future now, then there shouldn’t be situations later down the line where workforces are dramatically chopped and changed. Ultimately, the employer will be able to take immediate advantage of opportunities as they occur.
Half the people who start their career this year will retire from doing a job that hasn’t been invented yet. To run a business today your mind has to be open to innovation, you need to be at the forefront of new ideas in your industry and keep your staff trained for the future and as forward looking as you.
How important is it to provide opportunities for employee development? And how important is it to personalise this development plan for each employee?
Employee progression in today’s fast moving world cannot be understated. Both Internal and external training programmes and workshops can empower employees of all ages to progress at a rate that enables them to efficiently carry out the job, while providing a cheaper alternative for companies which actively pursue those who are more skilled for a senior position.
How do employees benefit from a personalised development plan?
It enables them to develop their own skillset at a rate that the company requires, while opening up more opportunities within the business for them to potentially explore, and increasing their sense of self worth. While upskilling and reskilling should be seen as the way forward, it should also be seen as the norm.
How important is it for a company to promote from within?
It’s essential as both the employee and the employer benefit. We all have natural skills that can be honed but learning new skills is a part of our development as individuals, not just as cogs in a commercial wheel. Every employee will have an area where their skillset can be improved, so if businesses identify and build on these areas, they can reap the rewards of a flourishing workforce.
But an employer must also acknowledge the value of recruiting externally as well, as it can bring new ideas and different experiences to complement the home grown skills.
What are the best examples where personalised employee development has benefitted a business?
You only have to look at some of the leading and most influential billionaires in this world who have started at the bottom and worked their way through the ranks. Success stories like these aren’t as rare as you might think, it just takes time, patience and commitment to the cause.
How important are managers/bosses/leaders in helping develop the skills of their employees?
Those in power play a huge part in the personal development of a workforce. By actively engaging with employees, team morale can spread like wildfire. After all, most staff will react positively to a company that cares about their progression. But one of the problems today is that mediocrity is seen as the new genius. There are winners and losers in life and it is all too easy to demotivate good people by not cutting out the dead wood. Parkinson’s law says that people are promoted to their level of incompetence. They reach their limit but may not see it that way. The manager then has to help the employee cope with that disappointment and help them accept their role within the team.
How challenging is it for a manager to produce a challenging and engaging training programme, that has the flexibility to suit everyone?
It’s not as hard as you think, just take the time to understand your employees; what is needed to help them develop their skills and the best out of their job, and then implement it in the form of a training programme. This could take many forms including a highly interactive workshop where everyone is involved, or an educational programme that focuses more on core sectors of the workforce. On the other hand, others respond better to working one-to-one and not in workshops.
Yes, it is challenging but like all challenges the satisfaction of beating it is immeasurable. The satisfaction from helping someone else develop their own potential is also rewarding.
It is absolutely essential for the modern-day workforce to have an array of skills at their disposal. In doing so, overall flexibility and adaptability within the team will be enhanced, giving a greater depth of skillsets that can come to the fore when technology is misfiring or uncappable of carrying out a certain task. In this respect, future skills will be used to coincide with technology in the workplace.
60 percent of global executives in a recent McKinsey survey expect that up to half of their organisation’s workforce will need retraining or replacing within five years. How do you solve this issue?
Start now. A lot of companies have a hazy vision of the what the future might hold and will worry about it when it arrives, but businesses should be agile, nimble and forward looking. If employers ensure staff are better prepared and trained for the future now, then there shouldn’t be situations later down the line where workforces are dramatically chopped and changed. Ultimately, the employer will be able to take immediate advantage of opportunities as they occur.
Half the people who start their career this year will retire from doing a job that hasn’t been invented yet. To run a business today your mind has to be open to innovation, you need to be at the forefront of new ideas in your industry and keep your staff trained for the future and as forward looking as you.
How important is it to provide opportunities for employee development? And how important is it to personalise this development plan for each employee?
Employee progression in today’s fast moving world cannot be understated. Both Internal and external training programmes and workshops can empower employees of all ages to progress at a rate that enables them to efficiently carry out the job, while providing a cheaper alternative for companies which actively pursue those who are more skilled for a senior position.
How do employees benefit from a personalised development plan?
It enables them to develop their own skillset at a rate that the company requires, while opening up more opportunities within the business for them to potentially explore, and increasing their sense of self worth. While upskilling and reskilling should be seen as the way forward, it should also be seen as the norm.
How important is it for a company to promote from within?
It’s essential as both the employee and the employer benefit. We all have natural skills that can be honed but learning new skills is a part of our development as individuals, not just as cogs in a commercial wheel. Every employee will have an area where their skillset can be improved, so if businesses identify and build on these areas, they can reap the rewards of a flourishing workforce.
But an employer must also acknowledge the value of recruiting externally as well, as it can bring new ideas and different experiences to complement the home grown skills.
What are the best examples where personalised employee development has benefitted a business?
You only have to look at some of the leading and most influential billionaires in this world who have started at the bottom and worked their way through the ranks. Success stories like these aren’t as rare as you might think, it just takes time, patience and commitment to the cause.
How important are managers/bosses/leaders in helping develop the skills of their employees?
Those in power play a huge part in the personal development of a workforce. By actively engaging with employees, team morale can spread like wildfire. After all, most staff will react positively to a company that cares about their progression. But one of the problems today is that mediocrity is seen as the new genius. There are winners and losers in life and it is all too easy to demotivate good people by not cutting out the dead wood. Parkinson’s law says that people are promoted to their level of incompetence. They reach their limit but may not see it that way. The manager then has to help the employee cope with that disappointment and help them accept their role within the team.
How challenging is it for a manager to produce a challenging and engaging training programme, that has the flexibility to suit everyone?
It’s not as hard as you think, just take the time to understand your employees; what is needed to help them develop their skills and the best out of their job, and then implement it in the form of a training programme. This could take many forms including a highly interactive workshop where everyone is involved, or an educational programme that focuses more on core sectors of the workforce. On the other hand, others respond better to working one-to-one and not in workshops.
Yes, it is challenging but like all challenges the satisfaction of beating it is immeasurable. The satisfaction from helping someone else develop their own potential is also rewarding.
How entrepreneurs can create successful podcasts
for My Entrepreneur Handbook
for My Entrepreneur Handbook
Some people like to read, others listen; that’s why podcasts were invented. At the time of writing this I have recently launched a weekly podcast on one of my websites, The Selves Group, where I talk about the latest topical news in the UK and around the world.
Aptly named The Good, the Bad and the plain Mad!, I discuss and dissect matters from a broad spectrum of topics that affect me as an entrepreneur as well, of course, as my wide-ranging audience of listeners.
How have I managed to do it? Here are a few tips to get you on your way:
Use decent equipment
You don’t have to use state-of-the-art software to record a podcast, although a decent microphone and a pair of headphones help. Fortunately, I host a weekly radio show called Faversham Natters on Radio Faversham, which offers the tools to create a good-quality podcast.
Nothing is worse than the sound of static muffling or the intrusion of background noise, so if you don’t have access to a recording studio, make sure you find a quiet, soundproof location and invest in some kit – the standard equipment on the market won’t break the bank.
Plan ahead
Unless you are an absolute pro and speaking on a whim comes as second nature to you, you should at least have some minimal planning in place before you press the record button.
For me, The Good, the Bad and the plain Mad! began as a weekly blog at the start of the year. Its success paved the way for the digital edition so while the podcast is not scripted, having it also exist in written form helps when planning content.
Reading something I’ve already written and thought about carefully helps when recording a podcast as the spoken word is delivered more naturally, so it is something I would advise on following.
On a side note, if you’re a budding entrepreneur trying to get your name and brands out there, then having both a written blog and recorded podcast posted regularly on your website increases engagement with a wider channel of readers/listeners. Even if they are the same, like mine, it’s simple yet effective marketing.
Keep it short
Data released by Omny Studio, one of the leading podcast hosting services, revealed that the longer the recording, the less likely a listener will stay engaged until the very end. The data shows that if a podcast is five minutes or less, 62 per cent of listeners will stay engaged throughout, as opposed to only 22 per cent if the podcast is longer than an hour.
So, keep it short, concise and engaging. If something is not needed or essential to what you are trying to achieve, don’t use it. Just as with written form, make every word count.
Be consistent
Simply choosing when you’ll be uploading your podcast is one of the most vital parts of building and retaining audience engagement. If you start out with a weekly podcast, keep it weekly! Your listeners will come to know when to expect your latest podcast so don’t become inconsistent or you’ll lose them.
Be the expert
Quite simply, talk about something that matters to you and your audience. Who is your audience? Who are you trying to reach out to? For me, most of the topics I discuss are political and financial, which is appropriate as I work in the financial industry and run London Grill Club events with high-profile politicians, so my audience will have a keen interest in politics and the running of country too. Find a theme and stick with it.
Enjoy it!
Yes, you might be running your podcast with the intention of reaching a wider audience thereby benefiting you as the entrepreneur, but that doesn’t mean it should become just another regular channel to plug you and your brand(s). Be enthusiastic, sell the stories and take the listener on a journey. If you put your time and energy into each podcast, so will your listeners.
Overall, creating a successful podcast requires planning and practise but, once you’ve nailed the basics, everything should flow naturally and you’ll have the foundations in place to build and market an engaging product.
Aptly named The Good, the Bad and the plain Mad!, I discuss and dissect matters from a broad spectrum of topics that affect me as an entrepreneur as well, of course, as my wide-ranging audience of listeners.
How have I managed to do it? Here are a few tips to get you on your way:
Use decent equipment
You don’t have to use state-of-the-art software to record a podcast, although a decent microphone and a pair of headphones help. Fortunately, I host a weekly radio show called Faversham Natters on Radio Faversham, which offers the tools to create a good-quality podcast.
Nothing is worse than the sound of static muffling or the intrusion of background noise, so if you don’t have access to a recording studio, make sure you find a quiet, soundproof location and invest in some kit – the standard equipment on the market won’t break the bank.
Plan ahead
Unless you are an absolute pro and speaking on a whim comes as second nature to you, you should at least have some minimal planning in place before you press the record button.
For me, The Good, the Bad and the plain Mad! began as a weekly blog at the start of the year. Its success paved the way for the digital edition so while the podcast is not scripted, having it also exist in written form helps when planning content.
Reading something I’ve already written and thought about carefully helps when recording a podcast as the spoken word is delivered more naturally, so it is something I would advise on following.
On a side note, if you’re a budding entrepreneur trying to get your name and brands out there, then having both a written blog and recorded podcast posted regularly on your website increases engagement with a wider channel of readers/listeners. Even if they are the same, like mine, it’s simple yet effective marketing.
Keep it short
Data released by Omny Studio, one of the leading podcast hosting services, revealed that the longer the recording, the less likely a listener will stay engaged until the very end. The data shows that if a podcast is five minutes or less, 62 per cent of listeners will stay engaged throughout, as opposed to only 22 per cent if the podcast is longer than an hour.
So, keep it short, concise and engaging. If something is not needed or essential to what you are trying to achieve, don’t use it. Just as with written form, make every word count.
Be consistent
Simply choosing when you’ll be uploading your podcast is one of the most vital parts of building and retaining audience engagement. If you start out with a weekly podcast, keep it weekly! Your listeners will come to know when to expect your latest podcast so don’t become inconsistent or you’ll lose them.
Be the expert
Quite simply, talk about something that matters to you and your audience. Who is your audience? Who are you trying to reach out to? For me, most of the topics I discuss are political and financial, which is appropriate as I work in the financial industry and run London Grill Club events with high-profile politicians, so my audience will have a keen interest in politics and the running of country too. Find a theme and stick with it.
Enjoy it!
Yes, you might be running your podcast with the intention of reaching a wider audience thereby benefiting you as the entrepreneur, but that doesn’t mean it should become just another regular channel to plug you and your brand(s). Be enthusiastic, sell the stories and take the listener on a journey. If you put your time and energy into each podcast, so will your listeners.
Overall, creating a successful podcast requires planning and practise but, once you’ve nailed the basics, everything should flow naturally and you’ll have the foundations in place to build and market an engaging product.
Exploring the nature of fake news and its implications for the media
for My Entrepreneur Handbook
for My Entrepreneur Handbook
Social media has more influence on our lives than ever before thanks in part to continuous technological advancements.
A great many people often find themselves flicking through social platforms to brush up on current affairs and events while on the go, at work, or anytime of the day. As a society, we absorb an incredible amount of information by simply scrolling, flicking, clicking and swiping on our mobiles and tablets.
Unfortunately, misleading information, or ‘fake news’ as it’s more commonly known, has infiltrated users’ news streams for some years now, making it harder to distinguish what is a genuine, credible piece of news and what has been fabricated by those who wish to spread misinformation for propaganda or other malicious purposes.
As Deputy Chairman of the London Press Club, we have to recognise the modern-era shift of people gaining access to their news through technological mediums, as opposed to traditional methods such as newspapers, TV and radio. These old-fashioned platforms have to abide by regulatory bodies and self-regulation to that ensure all reported content is credible, something which fake news can bypass if uploaded directly to social media.
But what is fake news and how can we spot it?
In all honesty, we probably see fake news regularly without even knowing. Some can come in the form of a poor mock-up, while others can look so realistic that we often think it’s from a genuine source. But the question is, what is fake news? The Oxford Dictionary says ‘Fake News’ is a neologism often used to refer to fabricated news. This type of news, found in traditional news, social media or fake news websites, has no basis in fact, but is presented as being factually accurate.’
There are those that confuse opinion, exaggeration or interpretation of fact with fake news; it isn’t… fake news is a lie.
My old, now deceased, friend Dennis Griffiths was Production Director at the London Evening Standard, when in July 1969 the first moon landing happened. Days before, he had organised what turned out to be a very realistic mock-up of what the moon landing would look like in a film studio, in London. The image ended up being splashed on the front page of the Standard and in the tiniest print it said it was a mock-up. It looked great on the news stand! There was some flack and although I can’t remember specifically now, I’m sure the word ‘fake’ was used. That is not what it means today.
The build-up to the US election in 2016 is a prime example of fake news circulating the media and our social feeds, with hundreds of false news stories such as the famous ‘Pope endorses Trump’ article, popping up to help sway political advantage for candidates.
The problem traditional and accountable sources of news face is not getting unwittingly caught up in promoting fake news. I was listening to BBC Radio 4 when news broke that the Labour Party was going to support a second Referendum on Brexit and Evan Davis said he was reading it on Twitter, and it wasn’t confirmed. There turned out to be truth in the tweet, but there were caveats it didn’t mention.
During the US Elections social platforms such as Facebook came under heavy criticism for allowing these fabricated ‘press releases’ to enter our feeds so frequently and easily.
Since then, however, some effort has been made by these social behemoths to restrict the amount of fake news finding their way into our news feeds. Facebook, for example, enlisted the International Fact Checking Network to enable users to flag articles they think are deliberately false, which then go to third-party fact checkers from credible media organisations signed up with the IFCN.
Other ways in which false news can be combatted is by tweaking algorithms to reduce the amount of ‘juicy’, yet fake stories entering our social feeds, while just being generally aware and astute to what appears to be suspicious material is another effective tool for stamping the problem out.
But how can you tell what’s fact from fiction?
As the old cliché goes, never judge a book by its cover. Always consider the source before you interact with the story, whether that be sharing, commenting, forwarding on etc.
Obviously, you can’t do this with every piece of news you come across, but if something pops up that doesn’t feel right; it probably isn’t. Listen to your intuition.
With a simple online search, you can investigate the source of the story, check whether the author is credible and explore if there’s any supporting sources to back the presented information up.
The London Press Club recently hosted a discussion, “Can quality journalism survive in a world of fake news and social media?”
For my money the participants, all experienced, were living dangerously with their reasons for believing that it would. It was almost as if it had a divine right to survive. It bought to mind Margaret Thatcher’s comment about peace in the 1980s. “Peace is hard work and we mustn’t allow people to forget it. It doesn’t come from chanting the word like some mystical incantation.” This is also true with honest, quality journalism.
The Cairncross Review said, “The digital transition has undermined the provision of public-interest journalism.
“As print revenues have collapsed faster than online revenues have grown, many publishers have cut costs, with significant consequences for the provision of public-interest journalism.
“However, the fact remains that we are likely to see a further decline in the size of the UK’s news publishing sector - in journalists and in titles.
Ultimately, the biggest challenge facing the sustainability of high-quality journalism, and the press, may be the same as that which is affecting many areas of life: the digital revolution means that people have more claims on their attention than ever before.
Moreover, the stories people want to read may not always be the ones that they ought to read in order to ensure that a democracy can hold its public servants properly to account. “
Overall, fake news is clearly detrimental to what we perceive as fact or fiction when news gathering/browsing online. It also impacts media organisations as we become warier of what is considered genuine news or fabricated material with a malicious agenda.
Through a better understanding of the legitimacy of a news source, whether that be via media literacy training or using software that incorporates technology to make it more sceptical, we can begin to counteract the problem that is filling our news feeds with tribal and polarised content.
A great many people often find themselves flicking through social platforms to brush up on current affairs and events while on the go, at work, or anytime of the day. As a society, we absorb an incredible amount of information by simply scrolling, flicking, clicking and swiping on our mobiles and tablets.
Unfortunately, misleading information, or ‘fake news’ as it’s more commonly known, has infiltrated users’ news streams for some years now, making it harder to distinguish what is a genuine, credible piece of news and what has been fabricated by those who wish to spread misinformation for propaganda or other malicious purposes.
As Deputy Chairman of the London Press Club, we have to recognise the modern-era shift of people gaining access to their news through technological mediums, as opposed to traditional methods such as newspapers, TV and radio. These old-fashioned platforms have to abide by regulatory bodies and self-regulation to that ensure all reported content is credible, something which fake news can bypass if uploaded directly to social media.
But what is fake news and how can we spot it?
In all honesty, we probably see fake news regularly without even knowing. Some can come in the form of a poor mock-up, while others can look so realistic that we often think it’s from a genuine source. But the question is, what is fake news? The Oxford Dictionary says ‘Fake News’ is a neologism often used to refer to fabricated news. This type of news, found in traditional news, social media or fake news websites, has no basis in fact, but is presented as being factually accurate.’
There are those that confuse opinion, exaggeration or interpretation of fact with fake news; it isn’t… fake news is a lie.
My old, now deceased, friend Dennis Griffiths was Production Director at the London Evening Standard, when in July 1969 the first moon landing happened. Days before, he had organised what turned out to be a very realistic mock-up of what the moon landing would look like in a film studio, in London. The image ended up being splashed on the front page of the Standard and in the tiniest print it said it was a mock-up. It looked great on the news stand! There was some flack and although I can’t remember specifically now, I’m sure the word ‘fake’ was used. That is not what it means today.
The build-up to the US election in 2016 is a prime example of fake news circulating the media and our social feeds, with hundreds of false news stories such as the famous ‘Pope endorses Trump’ article, popping up to help sway political advantage for candidates.
The problem traditional and accountable sources of news face is not getting unwittingly caught up in promoting fake news. I was listening to BBC Radio 4 when news broke that the Labour Party was going to support a second Referendum on Brexit and Evan Davis said he was reading it on Twitter, and it wasn’t confirmed. There turned out to be truth in the tweet, but there were caveats it didn’t mention.
During the US Elections social platforms such as Facebook came under heavy criticism for allowing these fabricated ‘press releases’ to enter our feeds so frequently and easily.
Since then, however, some effort has been made by these social behemoths to restrict the amount of fake news finding their way into our news feeds. Facebook, for example, enlisted the International Fact Checking Network to enable users to flag articles they think are deliberately false, which then go to third-party fact checkers from credible media organisations signed up with the IFCN.
Other ways in which false news can be combatted is by tweaking algorithms to reduce the amount of ‘juicy’, yet fake stories entering our social feeds, while just being generally aware and astute to what appears to be suspicious material is another effective tool for stamping the problem out.
But how can you tell what’s fact from fiction?
As the old cliché goes, never judge a book by its cover. Always consider the source before you interact with the story, whether that be sharing, commenting, forwarding on etc.
Obviously, you can’t do this with every piece of news you come across, but if something pops up that doesn’t feel right; it probably isn’t. Listen to your intuition.
With a simple online search, you can investigate the source of the story, check whether the author is credible and explore if there’s any supporting sources to back the presented information up.
The London Press Club recently hosted a discussion, “Can quality journalism survive in a world of fake news and social media?”
For my money the participants, all experienced, were living dangerously with their reasons for believing that it would. It was almost as if it had a divine right to survive. It bought to mind Margaret Thatcher’s comment about peace in the 1980s. “Peace is hard work and we mustn’t allow people to forget it. It doesn’t come from chanting the word like some mystical incantation.” This is also true with honest, quality journalism.
The Cairncross Review said, “The digital transition has undermined the provision of public-interest journalism.
“As print revenues have collapsed faster than online revenues have grown, many publishers have cut costs, with significant consequences for the provision of public-interest journalism.
“However, the fact remains that we are likely to see a further decline in the size of the UK’s news publishing sector - in journalists and in titles.
Ultimately, the biggest challenge facing the sustainability of high-quality journalism, and the press, may be the same as that which is affecting many areas of life: the digital revolution means that people have more claims on their attention than ever before.
Moreover, the stories people want to read may not always be the ones that they ought to read in order to ensure that a democracy can hold its public servants properly to account. “
Overall, fake news is clearly detrimental to what we perceive as fact or fiction when news gathering/browsing online. It also impacts media organisations as we become warier of what is considered genuine news or fabricated material with a malicious agenda.
Through a better understanding of the legitimacy of a news source, whether that be via media literacy training or using software that incorporates technology to make it more sceptical, we can begin to counteract the problem that is filling our news feeds with tribal and polarised content.
What makes a credible company founder?
for St James's Place - Entrepreneur Club
for St James's Place - Entrepreneur Club
Q1) Are you a credible founder?
Today? Unquestionably, because I have a successful track record.
But even 54 years ago, I’d have said yes. I have always been the one to start things and even as a child, I was an initiator who made things happen. I began my career at a Lloyd’s brokerage as a 16-year-old, then moved to the Midland Bank, where I qualified as a banker and learnt critical business, management and people skills. I successfully participated in a number of in-house training courses run by the London Business School and left the bank after 10 years, the last two spent in Corporate Planning, to set up my own business; The Selves Group.
In the 40 years since, my business interests have ranged from finance - in which I’m still involved - the motor trade, dry cleaning, home improvements, media and the hospitality industry, in which I am a multi award-winner. I’ve also been a national board member of the Small Business Bureau, set up by Sir David Trippier under Margaret Thatcher.
Q2) Credibility is an essential ingredient of success for entrepreneurs. Funders and clients
often aren’t buying into a start-up company, they are buying into the individual. So, what
is it about the person that makes others believe they can deliver. Grasp of the numbers
and an understanding of the product must be important but are there other key traits?
Sky-high confidence is crucial, although it’s not to be mistaken for, or be, arrogance. Having confidence in yourself, your surroundings and your ideas will speak volumes to those around you. If you don’t believe in yourself and your product, why should anyone else? Entrepreneurship is about standing up and being noticed. Make things happen by leading with pride in your journey, then others will notice and naturally respect you.
Sensitivity is another essential key trait. Never be afraid to show emotion but know when to control it. Emotion can have negative connotations but should only ever be used positively. Every entrepreneur wants success but ensure you don’t alienate your peers in the process. As with any good business strategy, reward those who excel and demonstrate empathy to those who need support and give it to them. Success has to be continuous, which is why, 40 years ago, I coined the phrase; “never forget the friends you had when you didn’t have any friends.”
Be honest to all those around you, be it the team, customers or stakeholders. Transparency is key in creating and growing a successful business model.
Objectivity is vital. Every meeting and task should have a goal in mind. Prioritise focusing your energy and resources into setting, monitoring and achieving those goals. Let people have their say in meetings, but not just repeating what someone else has said. I’ve used two words for a very long time – discipline and structure (and DS just happen to be my initials!)
Q3) What about their passion, the way they speak and the way they dress?
This can’t be emphasised enough; always stay positive. I start my radio show Faversham Natters every week with ‘Always Look on the Bright Side of Life’ and end it, thanks to one of my grandchildren, with the Trolls, ‘Get Back Up Again’. Being genuinely enthusiastic, no matter how good or bad things are from a business perspective, will filter on through to others. There will always be problems and they need to be accepted openly and addressed, but never lose sight of the old adage, “if you’re not part of the solution, you are part of the problem.” Positivity is contagious, and you must ensure everyone has the right mindset.
You don’t necessarily have to always wear a suit and speak formally - although conducting yourself in this way in some arenas will impress and earn you respect - but you must ensure others are buying into your vision. In 1711, Jonathan Swift wrote, “Vision is the art of seeing the invisible.” It really does come down to selling yourself as an individual people want to be around, are excited to work with and want to succeed with.
Today? Unquestionably, because I have a successful track record.
But even 54 years ago, I’d have said yes. I have always been the one to start things and even as a child, I was an initiator who made things happen. I began my career at a Lloyd’s brokerage as a 16-year-old, then moved to the Midland Bank, where I qualified as a banker and learnt critical business, management and people skills. I successfully participated in a number of in-house training courses run by the London Business School and left the bank after 10 years, the last two spent in Corporate Planning, to set up my own business; The Selves Group.
In the 40 years since, my business interests have ranged from finance - in which I’m still involved - the motor trade, dry cleaning, home improvements, media and the hospitality industry, in which I am a multi award-winner. I’ve also been a national board member of the Small Business Bureau, set up by Sir David Trippier under Margaret Thatcher.
Q2) Credibility is an essential ingredient of success for entrepreneurs. Funders and clients
often aren’t buying into a start-up company, they are buying into the individual. So, what
is it about the person that makes others believe they can deliver. Grasp of the numbers
and an understanding of the product must be important but are there other key traits?
Sky-high confidence is crucial, although it’s not to be mistaken for, or be, arrogance. Having confidence in yourself, your surroundings and your ideas will speak volumes to those around you. If you don’t believe in yourself and your product, why should anyone else? Entrepreneurship is about standing up and being noticed. Make things happen by leading with pride in your journey, then others will notice and naturally respect you.
Sensitivity is another essential key trait. Never be afraid to show emotion but know when to control it. Emotion can have negative connotations but should only ever be used positively. Every entrepreneur wants success but ensure you don’t alienate your peers in the process. As with any good business strategy, reward those who excel and demonstrate empathy to those who need support and give it to them. Success has to be continuous, which is why, 40 years ago, I coined the phrase; “never forget the friends you had when you didn’t have any friends.”
Be honest to all those around you, be it the team, customers or stakeholders. Transparency is key in creating and growing a successful business model.
Objectivity is vital. Every meeting and task should have a goal in mind. Prioritise focusing your energy and resources into setting, monitoring and achieving those goals. Let people have their say in meetings, but not just repeating what someone else has said. I’ve used two words for a very long time – discipline and structure (and DS just happen to be my initials!)
Q3) What about their passion, the way they speak and the way they dress?
This can’t be emphasised enough; always stay positive. I start my radio show Faversham Natters every week with ‘Always Look on the Bright Side of Life’ and end it, thanks to one of my grandchildren, with the Trolls, ‘Get Back Up Again’. Being genuinely enthusiastic, no matter how good or bad things are from a business perspective, will filter on through to others. There will always be problems and they need to be accepted openly and addressed, but never lose sight of the old adage, “if you’re not part of the solution, you are part of the problem.” Positivity is contagious, and you must ensure everyone has the right mindset.
You don’t necessarily have to always wear a suit and speak formally - although conducting yourself in this way in some arenas will impress and earn you respect - but you must ensure others are buying into your vision. In 1711, Jonathan Swift wrote, “Vision is the art of seeing the invisible.” It really does come down to selling yourself as an individual people want to be around, are excited to work with and want to succeed with.
The skills needed to become an independent non-executive director
for Business Game Changer
for Business Game Changer
Authorised Fund Managers (AFMs) across the UK are scrambling to fill up to 480 independent non-executive director vacancies to comply with new legislation released by the Financial Conduct Authority (FCA).
As part of the legislation, the FCA requires that all AFMs must have a minimum of two independent directors on their board by Monday 30th September 2019. So, with just three months until the deadline, AFMs are actively looking for suitable professionals to fill this gap, but who are the desired candidates and what skills do they need to possess?
Essentially, the primary role of a non-executive director (NED) is to impart a creative contribution to the board by providing independent oversight and constructive challenge to the executive directors. Assigned to question the status quo of an organisation, NEDs typically do not engage in the day-to-day management, but are involved in policymaking and planning exercises.
Ideally, NEDs should not be from the industry in question, thereby enforcing impartiality in the best interests of the company stakeholders. In addition, they should either be worldly – which may mean simply having a vast experience of life in general across numerous disciplines, rather than senior roles in another industry – or be what is referred to as an ‘expert customer’; a person who potentially might use the product or service offered.
Regardless of industry experience, NEDs must be independent thinkers and question strategy, management techniques, performance and standards of ethics and conduct. Predominantly, they should always take an independent view on the promotion and external appointments of senior executives.
NEDs also need to understand the workings of the company before they accept a position because they will have exactly the same responsibilities in law as executive directors. Whilst they should be given sufficient industry training to be able to effectively challenge the executive directors, they must also ensure that they have the time to keep up to date with ever-changing industry standards.
For progressive businesses, the value of a NED is that they bring a broader perspective. Companies often appoint NEDs for their contacts, particularly in the bigger cities, but that can be a dangerous route. The idea of a NED is not to facilitate wheels within wheels, but in fact quite the opposite. A NED should act as a centre of influence to ensure the company contacts the right external groups. Moreover, smaller companies are increasingly finding that the relatively low cost of NEDs is a very worthwhile investment.
In short, NEDs need to bring a host of skills to the table. AFMs want someone who has a wide experience of life, is independent of thought and deed, acts impartially, and is a well-rounded and respected individual. While on the job, the ideal NED should provide constructive challenge both strategically and operationally, offer specialist advice where qualified to do so, and never be afraid to hold management to account.
As part of the legislation, the FCA requires that all AFMs must have a minimum of two independent directors on their board by Monday 30th September 2019. So, with just three months until the deadline, AFMs are actively looking for suitable professionals to fill this gap, but who are the desired candidates and what skills do they need to possess?
Essentially, the primary role of a non-executive director (NED) is to impart a creative contribution to the board by providing independent oversight and constructive challenge to the executive directors. Assigned to question the status quo of an organisation, NEDs typically do not engage in the day-to-day management, but are involved in policymaking and planning exercises.
Ideally, NEDs should not be from the industry in question, thereby enforcing impartiality in the best interests of the company stakeholders. In addition, they should either be worldly – which may mean simply having a vast experience of life in general across numerous disciplines, rather than senior roles in another industry – or be what is referred to as an ‘expert customer’; a person who potentially might use the product or service offered.
Regardless of industry experience, NEDs must be independent thinkers and question strategy, management techniques, performance and standards of ethics and conduct. Predominantly, they should always take an independent view on the promotion and external appointments of senior executives.
NEDs also need to understand the workings of the company before they accept a position because they will have exactly the same responsibilities in law as executive directors. Whilst they should be given sufficient industry training to be able to effectively challenge the executive directors, they must also ensure that they have the time to keep up to date with ever-changing industry standards.
For progressive businesses, the value of a NED is that they bring a broader perspective. Companies often appoint NEDs for their contacts, particularly in the bigger cities, but that can be a dangerous route. The idea of a NED is not to facilitate wheels within wheels, but in fact quite the opposite. A NED should act as a centre of influence to ensure the company contacts the right external groups. Moreover, smaller companies are increasingly finding that the relatively low cost of NEDs is a very worthwhile investment.
In short, NEDs need to bring a host of skills to the table. AFMs want someone who has a wide experience of life, is independent of thought and deed, acts impartially, and is a well-rounded and respected individual. While on the job, the ideal NED should provide constructive challenge both strategically and operationally, offer specialist advice where qualified to do so, and never be afraid to hold management to account.
The changing nature of the UK workforce
for The Telegraph
for The Telegraph
The nature of the UK workforce has changed dramatically since the 80s, mainly due to advancements in technology and a greater focus and understanding on employee wellbeing.
The speed of technology and employee wellbeing impacting businesses of all sizes will continue to increase, but as we approach the 20s, we also approach a threshold. What happens when technology is incorporated into businesses so much, that they begin to replace the human worker at an unprecedented rate?
While, to some extent, UK companies have to follow the crowd to ensure they stay healthy and agile in these fast-moving times of revolving tech trends, they should be brave enough to be leaders. They must keep a stable workforce; balancing technological advancement with employee satisfaction. Too much change at too fast a pace with too much associated risk can topple a business. These are fragile times for businesses in the UK. A record-breaking 155million sq ft of sales space closed in the retail industry in 2018; 2019 is expected to surpass that landmark.
UK businesses also have to contend with the largely unknown impact of Brexit. The delay to the UK’s withdrawal from the EU is damaging to the economy. Will we leave? Won’t we leave? Regardless of that answer, businesses are, and quite rightly so, keeping their cards close to their chests in terms of future investment. No one wants to roll the dice when they have no idea what’s at stake.
These factors have all contributed to a workforce that is currently facing an uncertain future. Some of the biggest and most impacting changes to the UK workforce as we continue to stretch the changing requirements of yesteryear’s worker are:
Brexit & recruitment
Brexit will change the way businesses operate when recruiting. Companies based in the UK will have to be more protective of their talent.
The EU Settlement Scheme will need to be completed by all EU workers in the UK to ensure they are able to stay and work in the country. Additionally, workers who are sceptical of the UK economy post-Brexit may look for a move overseas, so businesses need to ensure they review and retain their talent pool now rather than later.
It is essential they are realistic, practical and show vision in protecting themselves. They must continue to showcase their ethos; that means looking beyond salaries and towards what is vital for their key players.
Gig economy
Uber and Deliveroo’s embroilment in court cases last year is set to cause huge ramifications to workers’ rights and salary entitlements in the gig economy.
This is just the tip of the iceberg, with a landslide of ‘contractors’ and ‘sub-contractors’ expected to sweep across the UK workforce. With over 30 per cent of workers being millennials next year, lawyers, doctors and other white-collar jobs will be occupied by those who are open to be hired, rather than being employed in the traditional sense. Businesses, therefore, need to start viewing those in the gig economy as freelancers, treating them with the same values and rights.
The Government will also need to understand the new mood of ‘employees’ in a cultural change that will far outstrip that of the industrial revolution. It will also move at a much faster pace. It is not too dramatic to say that with the shenanigans surrounding Brexit potentially putting democracy under threat, the potential cultural working pattern changes have to be understood and addressed.
Technology
As one of the driving factors in the changing direction of the UK workforce, technology continues to be a powerhouse in modern business.
Expect streamlined integration of artificial intelligence to start creeping into most UK businesses before the year is up. Naturally, this dependence on technology will and already is taking away jobs currently held by humans.
It is down to businesses to get smarter and ensure, 1) They aren’t pushing employees out of a job when they can be retrained and upskilled into other positions within the company, for the benefit of both the employee and the employer, and 2) Ensure an unhealthy stigma of ‘man vs machine’ doesn’t envelop and demoralise the workforce. Employees should be able to be more creative in the way that they work alongside/use AI technology and not feel threatened or outperformed by it.
We have seen reports of robots having a better diagnostic performance rate than doctors when presented with symptoms. Let the machines do the donkey work which will enable the doctors to provide the essential human touch that they are all too often too busy to do today.
Proper training is needed to educate employees on the ways in which automation can be utilised in their daily roles, while new creative and strategic positions can be created to help keep businesses competitive and forward-thinking.
Flexible working
Gone are the days of the traditional 9 to 5 job, as more employees stay connected to their work around the clock via smartphones and tablets.
With this in mind, shifting to an office environment with a more open, human-centric approach will significantly boost the wellbeing and productivity of today’s millennial-driven employee needs and requirements.
Businesses that allow off-site working, whether it be at home or in one of the hundreds of co-working spaces springing up across the UK, will not only meet the rising demands of the younger, more fluid generation of workforce, but also opens an unexplored channel of networking, and make them more adapted to a ’24-hour’ business.
Ultimately, with businesses being more attentive to maternity and paternity leave, mental health/sick leave, and presenteeism, flexible hours can create a company culture where employees strive towards common goals and objectives, whilst having their wellbeing nurtured and their productivity enhanced.
The speed of technology and employee wellbeing impacting businesses of all sizes will continue to increase, but as we approach the 20s, we also approach a threshold. What happens when technology is incorporated into businesses so much, that they begin to replace the human worker at an unprecedented rate?
While, to some extent, UK companies have to follow the crowd to ensure they stay healthy and agile in these fast-moving times of revolving tech trends, they should be brave enough to be leaders. They must keep a stable workforce; balancing technological advancement with employee satisfaction. Too much change at too fast a pace with too much associated risk can topple a business. These are fragile times for businesses in the UK. A record-breaking 155million sq ft of sales space closed in the retail industry in 2018; 2019 is expected to surpass that landmark.
UK businesses also have to contend with the largely unknown impact of Brexit. The delay to the UK’s withdrawal from the EU is damaging to the economy. Will we leave? Won’t we leave? Regardless of that answer, businesses are, and quite rightly so, keeping their cards close to their chests in terms of future investment. No one wants to roll the dice when they have no idea what’s at stake.
These factors have all contributed to a workforce that is currently facing an uncertain future. Some of the biggest and most impacting changes to the UK workforce as we continue to stretch the changing requirements of yesteryear’s worker are:
Brexit & recruitment
Brexit will change the way businesses operate when recruiting. Companies based in the UK will have to be more protective of their talent.
The EU Settlement Scheme will need to be completed by all EU workers in the UK to ensure they are able to stay and work in the country. Additionally, workers who are sceptical of the UK economy post-Brexit may look for a move overseas, so businesses need to ensure they review and retain their talent pool now rather than later.
It is essential they are realistic, practical and show vision in protecting themselves. They must continue to showcase their ethos; that means looking beyond salaries and towards what is vital for their key players.
Gig economy
Uber and Deliveroo’s embroilment in court cases last year is set to cause huge ramifications to workers’ rights and salary entitlements in the gig economy.
This is just the tip of the iceberg, with a landslide of ‘contractors’ and ‘sub-contractors’ expected to sweep across the UK workforce. With over 30 per cent of workers being millennials next year, lawyers, doctors and other white-collar jobs will be occupied by those who are open to be hired, rather than being employed in the traditional sense. Businesses, therefore, need to start viewing those in the gig economy as freelancers, treating them with the same values and rights.
The Government will also need to understand the new mood of ‘employees’ in a cultural change that will far outstrip that of the industrial revolution. It will also move at a much faster pace. It is not too dramatic to say that with the shenanigans surrounding Brexit potentially putting democracy under threat, the potential cultural working pattern changes have to be understood and addressed.
Technology
As one of the driving factors in the changing direction of the UK workforce, technology continues to be a powerhouse in modern business.
Expect streamlined integration of artificial intelligence to start creeping into most UK businesses before the year is up. Naturally, this dependence on technology will and already is taking away jobs currently held by humans.
It is down to businesses to get smarter and ensure, 1) They aren’t pushing employees out of a job when they can be retrained and upskilled into other positions within the company, for the benefit of both the employee and the employer, and 2) Ensure an unhealthy stigma of ‘man vs machine’ doesn’t envelop and demoralise the workforce. Employees should be able to be more creative in the way that they work alongside/use AI technology and not feel threatened or outperformed by it.
We have seen reports of robots having a better diagnostic performance rate than doctors when presented with symptoms. Let the machines do the donkey work which will enable the doctors to provide the essential human touch that they are all too often too busy to do today.
Proper training is needed to educate employees on the ways in which automation can be utilised in their daily roles, while new creative and strategic positions can be created to help keep businesses competitive and forward-thinking.
Flexible working
Gone are the days of the traditional 9 to 5 job, as more employees stay connected to their work around the clock via smartphones and tablets.
With this in mind, shifting to an office environment with a more open, human-centric approach will significantly boost the wellbeing and productivity of today’s millennial-driven employee needs and requirements.
Businesses that allow off-site working, whether it be at home or in one of the hundreds of co-working spaces springing up across the UK, will not only meet the rising demands of the younger, more fluid generation of workforce, but also opens an unexplored channel of networking, and make them more adapted to a ’24-hour’ business.
Ultimately, with businesses being more attentive to maternity and paternity leave, mental health/sick leave, and presenteeism, flexible hours can create a company culture where employees strive towards common goals and objectives, whilst having their wellbeing nurtured and their productivity enhanced.
How does a business stay agile as it grows beyond start-up?
for St James’s Place – Entrepreneur Club
for St James’s Place – Entrepreneur Club
“2019 promises to be one of the most challenging yet exciting times to run a business in the UK.
“Brexit, an unpredictable UK market and ever-changing advancements in technology and global communications face wide-eyed entrepreneurs and their fragile SMEs.
“Being nimble is a key asset for business leaders who are preparing to cross the void from humble start-ups to fully-fledged enterprises.
“It is instrumental to always be thinking ahead, even if Brexit has left a shroud of unpredictability when/if we leave the EU next month.
“It is essential to keep innovating. If things don’t go to plan, you must be open to change, whether that be shutting down an under-performing department or even altering the direction of the company - flexibility is crucial for growth and survival.
“Being agile also means embracing cultural workplace changes for future employees. Millennials, for instance, expect greater flexibility such as working remotely.”
“Brexit, an unpredictable UK market and ever-changing advancements in technology and global communications face wide-eyed entrepreneurs and their fragile SMEs.
“Being nimble is a key asset for business leaders who are preparing to cross the void from humble start-ups to fully-fledged enterprises.
“It is instrumental to always be thinking ahead, even if Brexit has left a shroud of unpredictability when/if we leave the EU next month.
“It is essential to keep innovating. If things don’t go to plan, you must be open to change, whether that be shutting down an under-performing department or even altering the direction of the company - flexibility is crucial for growth and survival.
“Being agile also means embracing cultural workplace changes for future employees. Millennials, for instance, expect greater flexibility such as working remotely.”
Favouritism in the workplace
for Elite Franchise Magazine
for Elite Franchise Magazine
Let’s start simple. What is favouritism in the office and how can it manifest?
In any context, showing favouritism means being unfair to some by unreasonably preferring others. In business, that is as simple as favouring one or more members of staff over others. It could be excessive praise for some employees and not others or rewarding those employees for no specific work-related reason. Reward can take many forms; pay rises, promotions, task allocations and even extra job perks when they are not warranted.
Some have argued that some favouritism can be justified if it’s based on the employee’s skills, saying it makes sense that the best suited person gets preferential treatment. What do you think?
If one member of staff is being treated better for doing a better job, then that isn’t favouritism. It’s normal, indeed essential, to praise and reward employees that are excelling at their job. That should lift morale generally and raise standards, whereas showing favouritism will lower morale and standards.
It makes me think of a potentially contentious scenario. People working for large companies or in the public sector regularly receive honours for doing their job, such as MBEs and CBEs. True, they may have done a good job and when the organisation responds to being asked to nominate people, they obviously choose people who have done a good job. But what about those working in the SME world, including the self employed and small business owners? There is no-one to nominate them. They do not get a “quota” of honours. Often recipients of honours this way, hard-working, decent people are rewarded just for doing their job. Is that institutional favouritism, unfair on those who do not get that opportunity?
Where do you draw the line?
It is actually very simple. As an employer you have to treat everyone the same way. Have the same set of standards and rewards for all - double standards always spells disaster.
How common would you say favouritism at the workplace is?
Unfortunately, I think it is quite common, particularly in larger organisations. Middle managers who are target driven and target rewarded think they will get better results from some people if they favour them. In my experience, the reverse is usually true.
The #MeToo movement has shown favouritism can be solicited by those in authority. That is a person in a position of power favouring those who comply their non-work-related demands. Maybe it takes the form of blackmailing or bribery, but it often still results in someone being favoured over someone else.
In theory, SMEs as employers can get away with a lot more with no higher authoritative figures to watch over them. But in fairness, at times in the SME world the boss may think he/she is just incentivising a particular employee. Reward should come after delivery, not in anticipation of it. Everyone should be treated the same.
Why should you avoid favouritism?
Favouring one induvial over others in any business is dangerous. Everyone should be treated equally, if not then a toxic workplace atmosphere can develop. Staff being ‘left out’ will change their working behaviours. This can lead to a lack of respect for the person favouring others and those being favoured too. It can also see a change in attitude towards the job, with productivity and motivation being reduced. At worst, employees may leave because they feel they are being treated unfairly, and indeed, they are being treated unfairly.
Are there any signs employers can look for in their own leadership that they are unconsciously favouring employees?
Always be wary if you find yourself praising the same employee over and over again, without good reason. As mentioned before, this is fine if they are a stand out performer, but if you find you cannot think of a specific or justifiable reason why you’re praising that employee, then you’re probably entering the area of favouritism. Sometimes this maybe a grey area, so always be alert to the possibility that you’re showing favouritism.
What should they do if they notice these signs?
Stop and evaluate the situation. Think about how you’re treating your employees as a whole and how you would like to be treated if you were in their position. Try to envisage how other employees will interpret your actions.
How can you avoid favouritism?
It’s quite simple, just treat everyone fairly and on an equal level. It’s OK to have friendships in the workplace but make sure everyone is involved in work activities and not just the select few. Make sure that everyone has the same opportunities available to them.
I have always been an advocate of the ‘KISS’ principle: Keep It Simple Stupid. It’s something that works. Just stop from time to time, take a breath, mentally take a step back and look at what you do and how you do it. I know only too well just how difficult that is in the SME world. You may have a thousand and one other more tangible things to do, but just twenty minutes a day with your book and a cup of tea thinking, evaluating, reflecting and planning will be the best investment you will ever make.
What are the legal risks with favouritism?
In the worst-case scenario, you could end up with disciplinary procedures against you for treating employees unfairly. Also, the employee receiving special treatment could try and turn the favouritism into cases of harassment, which could lead to employment tribunals.
In any context, showing favouritism means being unfair to some by unreasonably preferring others. In business, that is as simple as favouring one or more members of staff over others. It could be excessive praise for some employees and not others or rewarding those employees for no specific work-related reason. Reward can take many forms; pay rises, promotions, task allocations and even extra job perks when they are not warranted.
Some have argued that some favouritism can be justified if it’s based on the employee’s skills, saying it makes sense that the best suited person gets preferential treatment. What do you think?
If one member of staff is being treated better for doing a better job, then that isn’t favouritism. It’s normal, indeed essential, to praise and reward employees that are excelling at their job. That should lift morale generally and raise standards, whereas showing favouritism will lower morale and standards.
It makes me think of a potentially contentious scenario. People working for large companies or in the public sector regularly receive honours for doing their job, such as MBEs and CBEs. True, they may have done a good job and when the organisation responds to being asked to nominate people, they obviously choose people who have done a good job. But what about those working in the SME world, including the self employed and small business owners? There is no-one to nominate them. They do not get a “quota” of honours. Often recipients of honours this way, hard-working, decent people are rewarded just for doing their job. Is that institutional favouritism, unfair on those who do not get that opportunity?
Where do you draw the line?
It is actually very simple. As an employer you have to treat everyone the same way. Have the same set of standards and rewards for all - double standards always spells disaster.
How common would you say favouritism at the workplace is?
Unfortunately, I think it is quite common, particularly in larger organisations. Middle managers who are target driven and target rewarded think they will get better results from some people if they favour them. In my experience, the reverse is usually true.
The #MeToo movement has shown favouritism can be solicited by those in authority. That is a person in a position of power favouring those who comply their non-work-related demands. Maybe it takes the form of blackmailing or bribery, but it often still results in someone being favoured over someone else.
In theory, SMEs as employers can get away with a lot more with no higher authoritative figures to watch over them. But in fairness, at times in the SME world the boss may think he/she is just incentivising a particular employee. Reward should come after delivery, not in anticipation of it. Everyone should be treated the same.
Why should you avoid favouritism?
Favouring one induvial over others in any business is dangerous. Everyone should be treated equally, if not then a toxic workplace atmosphere can develop. Staff being ‘left out’ will change their working behaviours. This can lead to a lack of respect for the person favouring others and those being favoured too. It can also see a change in attitude towards the job, with productivity and motivation being reduced. At worst, employees may leave because they feel they are being treated unfairly, and indeed, they are being treated unfairly.
Are there any signs employers can look for in their own leadership that they are unconsciously favouring employees?
Always be wary if you find yourself praising the same employee over and over again, without good reason. As mentioned before, this is fine if they are a stand out performer, but if you find you cannot think of a specific or justifiable reason why you’re praising that employee, then you’re probably entering the area of favouritism. Sometimes this maybe a grey area, so always be alert to the possibility that you’re showing favouritism.
What should they do if they notice these signs?
Stop and evaluate the situation. Think about how you’re treating your employees as a whole and how you would like to be treated if you were in their position. Try to envisage how other employees will interpret your actions.
How can you avoid favouritism?
It’s quite simple, just treat everyone fairly and on an equal level. It’s OK to have friendships in the workplace but make sure everyone is involved in work activities and not just the select few. Make sure that everyone has the same opportunities available to them.
I have always been an advocate of the ‘KISS’ principle: Keep It Simple Stupid. It’s something that works. Just stop from time to time, take a breath, mentally take a step back and look at what you do and how you do it. I know only too well just how difficult that is in the SME world. You may have a thousand and one other more tangible things to do, but just twenty minutes a day with your book and a cup of tea thinking, evaluating, reflecting and planning will be the best investment you will ever make.
What are the legal risks with favouritism?
In the worst-case scenario, you could end up with disciplinary procedures against you for treating employees unfairly. Also, the employee receiving special treatment could try and turn the favouritism into cases of harassment, which could lead to employment tribunals.
Top business advice/tips for 2019
for Forbes
for Forbes
With 2019 just around the corner, many UK businesses will be looking back on how well they have performed in the year just gone and setting new targets for the year ahead.
However, 2019 brings uncharted waters as the UK prepares to face one of the biggest and most drastic changes in generations; leaving the EU.
What the outcome will be and what it means to SMEs is unclear, even as we edge closer to 29th March.
So, can you plan ahead for something no one can predict?
Well, the key is to focus on the present entering 2019. We may be heading into a grey area as far as post-Brexit is concerned, but that does not mean businesses cannot prepare themselves – starting now.
The number one thing UK SMEs should be considering in the new year is how they will continue to attract and retain talent.
It is inevitable that Brexit will have an impact on the mobility of the workforce in the UK. Employee changes will become apparent, with many individuals expected to leave the country. This will create gaps in certain areas of the market and potentially lead to skills shortages in some sectors. The challenge will be to fill those gaps, but that will not be achieved by one action alone, there is no one size fits all answer.
Therefore, it is essential that SMEs are realistic, practical and show vision in protecting themselves ahead of the withdrawal from Europe. They must continue to showcase their ethos, even if that means looking beyond salaries and towards what is vital for their key players.
Another top tip for SMEs entering 2019 is to build up on their financial knowledge. Owners and employers should start looking at their numbers to ensure they know where their business stands from a financial point. With the benefit of modern computer programmes the smallest of businesses can now run different models of the future, changing key data inputs to predict different outcomes based on different scenarios. They can build a clearer projection of the direction the business is heading in as it enters the unknown, based on variables to the unknown.
Forward planning should also be at the forefront of businesses’ minds. They must have a nimble mindset. It is never too late to start planning for the future, both short-term and long-term, and business owners must have the discipline to stay focused and create a thorough structure.
Overall, businesses need to have a clear plan in place entering 2019 based on more than one scenario, because the reality is that no one knows what the future holds post-Brexit. The fundamentals lie in focusing on retaining key talent, whilst being aware of where the business stands in its present state to better prepare it for the future.
However, 2019 brings uncharted waters as the UK prepares to face one of the biggest and most drastic changes in generations; leaving the EU.
What the outcome will be and what it means to SMEs is unclear, even as we edge closer to 29th March.
So, can you plan ahead for something no one can predict?
Well, the key is to focus on the present entering 2019. We may be heading into a grey area as far as post-Brexit is concerned, but that does not mean businesses cannot prepare themselves – starting now.
The number one thing UK SMEs should be considering in the new year is how they will continue to attract and retain talent.
It is inevitable that Brexit will have an impact on the mobility of the workforce in the UK. Employee changes will become apparent, with many individuals expected to leave the country. This will create gaps in certain areas of the market and potentially lead to skills shortages in some sectors. The challenge will be to fill those gaps, but that will not be achieved by one action alone, there is no one size fits all answer.
Therefore, it is essential that SMEs are realistic, practical and show vision in protecting themselves ahead of the withdrawal from Europe. They must continue to showcase their ethos, even if that means looking beyond salaries and towards what is vital for their key players.
Another top tip for SMEs entering 2019 is to build up on their financial knowledge. Owners and employers should start looking at their numbers to ensure they know where their business stands from a financial point. With the benefit of modern computer programmes the smallest of businesses can now run different models of the future, changing key data inputs to predict different outcomes based on different scenarios. They can build a clearer projection of the direction the business is heading in as it enters the unknown, based on variables to the unknown.
Forward planning should also be at the forefront of businesses’ minds. They must have a nimble mindset. It is never too late to start planning for the future, both short-term and long-term, and business owners must have the discipline to stay focused and create a thorough structure.
Overall, businesses need to have a clear plan in place entering 2019 based on more than one scenario, because the reality is that no one knows what the future holds post-Brexit. The fundamentals lie in focusing on retaining key talent, whilst being aware of where the business stands in its present state to better prepare it for the future.
Understanding how managing a business needs different skills and approaches
for Croner-i
for Croner-i
How do you define the difference between leading a business and managing it?
Winston Churchill was a great leader, but by his own admission not a manager. Leaders inspire, influence and have vision. In 1711, Jonathan Swift wrote that vision is the art of seeing the invisible. Managers implement the vision of others. They manage assets including people to achieve objectives often set by leaders. Leaders can be conceptual, but managers must attend to detail.
Is leadership and management mutually exclusive? Should small business owner/managers attempt to combine the two or excel at just one?
In very small businesses you have to do both at the same time as more often than not you don’t have the resources to take on a second person. But whilst a small businessman who is a leader can employ a manager, it is very difficult for a small businessman who is a manager to employ a leader. That would mean someone else controlling the direction of his business.
Should good leaders always surround themselves with excellent managers?
It is essential to do so, but very difficult. It is no good having vision, ideas and the ability to motivate people to perform if the quality of staff doesn’t match up to the task. That is one of the biggest problems SMEs face today, having the right quality of staff. The education system is not producing enough well-trained people of the right quality.
Has the culture of business today meant more leaders or managers are needed to ensure commercial success in the marketplace?
Leaders by definition will always appear in any society. History shows us that, but more managers - high-quality managers - with a range of disciplines are needed in today’s fast-moving world. The manager is at the coalface and has to manage the operation in real-time, so needs both specialist and general skills.
What do you think the future of business leadership and management looks like?
Probably the same as it has been since God was a boy! Inspirational leaders are conceptual, they will always have ideas and always be able to motivate. But they are likely in the future to have, if not a greater acceptance, then certainly a greater understanding of the practical problems of implementation that managers face. In the face of the speed of life there is a serious risk of friction between leaders and managers.
Are there any tools that leaders and managers can use to improve their skills?
By definition, leaders and managers will largely need different tools, but there is overlap. They both need good time management skills and the ability to communicate clearly and collaborate with others.
Leaders need to think strategically to inspire and innovate, whereas managers need to be capable of being inspired and involving others in the common goal. Leaders need to learn to be conceptual and concentrate on the big picture. They need to delegate, mentor and take clear policy decisions.
Managers have to learn to overcome problems, which leaders tend to ignore, to keep the team around them happy and believing in themselves. Managers also have to have the tools to dispel negativity and to keep the focus firmly on doing the job. They need to be able to manage the morale and abilities of their staff to get the most from them and ideally always employ positive people, which is not easy!
Winston Churchill was a great leader, but by his own admission not a manager. Leaders inspire, influence and have vision. In 1711, Jonathan Swift wrote that vision is the art of seeing the invisible. Managers implement the vision of others. They manage assets including people to achieve objectives often set by leaders. Leaders can be conceptual, but managers must attend to detail.
Is leadership and management mutually exclusive? Should small business owner/managers attempt to combine the two or excel at just one?
In very small businesses you have to do both at the same time as more often than not you don’t have the resources to take on a second person. But whilst a small businessman who is a leader can employ a manager, it is very difficult for a small businessman who is a manager to employ a leader. That would mean someone else controlling the direction of his business.
Should good leaders always surround themselves with excellent managers?
It is essential to do so, but very difficult. It is no good having vision, ideas and the ability to motivate people to perform if the quality of staff doesn’t match up to the task. That is one of the biggest problems SMEs face today, having the right quality of staff. The education system is not producing enough well-trained people of the right quality.
Has the culture of business today meant more leaders or managers are needed to ensure commercial success in the marketplace?
Leaders by definition will always appear in any society. History shows us that, but more managers - high-quality managers - with a range of disciplines are needed in today’s fast-moving world. The manager is at the coalface and has to manage the operation in real-time, so needs both specialist and general skills.
What do you think the future of business leadership and management looks like?
Probably the same as it has been since God was a boy! Inspirational leaders are conceptual, they will always have ideas and always be able to motivate. But they are likely in the future to have, if not a greater acceptance, then certainly a greater understanding of the practical problems of implementation that managers face. In the face of the speed of life there is a serious risk of friction between leaders and managers.
Are there any tools that leaders and managers can use to improve their skills?
By definition, leaders and managers will largely need different tools, but there is overlap. They both need good time management skills and the ability to communicate clearly and collaborate with others.
Leaders need to think strategically to inspire and innovate, whereas managers need to be capable of being inspired and involving others in the common goal. Leaders need to learn to be conceptual and concentrate on the big picture. They need to delegate, mentor and take clear policy decisions.
Managers have to learn to overcome problems, which leaders tend to ignore, to keep the team around them happy and believing in themselves. Managers also have to have the tools to dispel negativity and to keep the focus firmly on doing the job. They need to be able to manage the morale and abilities of their staff to get the most from them and ideally always employ positive people, which is not easy!
Career advice and insight into workplace dress codes
for Silicon Republic
for Silicon Republic
Tell me a little bit about yourself and your background
I’m a business advisor at The Selves Group and have enjoyed an eventful 50-year career as a seasoned broadcaster, entrepreneur, publican and hotelier. Making my name in business hospitality by purchasing struggling hotels and turning them into award-winning venues, I have built a reputation as a respected and highly regarded businessman.
What are your personal thoughts on business dress codes at work?
That falls into two categories. Where the job itself requires special clothing, be it protective clothing for say a welder or surgeon who of course also wears gloves for the benefit of the patient, and people doing jobs that don’t require special clothing.
Smart, tidy, clean and presentable are the key issues. I won’t go to see the bank manager wearing jeans, even expensive tailored ones, but I don’t have a problem with a doctor wearing them! Maybe that’s odd!
Do you believe business dress codes are necessary in some jobs?
Yes, there are times when a collective look is important, such as the uniform of police officers, pilots, air stewards and stewardess. However, at other times, individuality is more important.
Of course, in pubs you see both approaches and each are right in different scenarios. But if you’re going to a decent restaurant, you expect the waiters and waitresses to be smartly dressed, not in something that looks like a gardening jumper! Dress codes can also publicly state seniority and that can be good.
We may not immediately think of sportsmen and women as being at work or of their kit being a dress code, but it is. It tells you who they are and differentiates them from their opponents. Although, in cricket, traditional cricket, both sides wear whites!
Do dress codes in the workplace affect employee productivity in your opinion?
At times, yes. Feeling part of a team will always improve productivity, so again, pubs can be a good example. But people who feel comfortable in what they wear will usually be more productive.
I’m a business advisor at The Selves Group and have enjoyed an eventful 50-year career as a seasoned broadcaster, entrepreneur, publican and hotelier. Making my name in business hospitality by purchasing struggling hotels and turning them into award-winning venues, I have built a reputation as a respected and highly regarded businessman.
What are your personal thoughts on business dress codes at work?
That falls into two categories. Where the job itself requires special clothing, be it protective clothing for say a welder or surgeon who of course also wears gloves for the benefit of the patient, and people doing jobs that don’t require special clothing.
Smart, tidy, clean and presentable are the key issues. I won’t go to see the bank manager wearing jeans, even expensive tailored ones, but I don’t have a problem with a doctor wearing them! Maybe that’s odd!
Do you believe business dress codes are necessary in some jobs?
Yes, there are times when a collective look is important, such as the uniform of police officers, pilots, air stewards and stewardess. However, at other times, individuality is more important.
Of course, in pubs you see both approaches and each are right in different scenarios. But if you’re going to a decent restaurant, you expect the waiters and waitresses to be smartly dressed, not in something that looks like a gardening jumper! Dress codes can also publicly state seniority and that can be good.
We may not immediately think of sportsmen and women as being at work or of their kit being a dress code, but it is. It tells you who they are and differentiates them from their opponents. Although, in cricket, traditional cricket, both sides wear whites!
Do dress codes in the workplace affect employee productivity in your opinion?
At times, yes. Feeling part of a team will always improve productivity, so again, pubs can be a good example. But people who feel comfortable in what they wear will usually be more productive.
How businesses have broken down barriers to employment in 2018
for Virgin
for Virgin
The term ‘business’ is quite a generic term and can be used to label anything from a small and independent one-man enterprise, to a big-hitting multinational conglomerate.
But no matter what the size, all businesses face challenging problems and barriers, especially in employment. One size certainly does not fit all, something governments of all political persuasions fail to grasp.
The biggest barrier to employment is legislation, especially for small businesses – the SMEs in this country are responsible for 60% of jobs. That is a barrier that cannot be broken down, instead it has to be effectively managed.
Large businesses generally don’t break down barriers, they just accept and absorb them. But through sponsorship it can help others create opportunities to break down those barriers.
SMEs, on the other hand, innovate, adapt and learn to live with them. To use a cricket analogy, for instance, a sharply turning wicket or conditions that make a cricket ball swing are a barrier to scoring runs. You can’t change that, you can’t break down that barrier, you have to just adapt – as the Twenty20 format has shown.
So, from the employer’s side it just doesn’t get any easier. But what about the employees who are willing and wanting to work, but who face barriers? The disabled, single parents (male or female), refugees and those for whatever reason who need to work on a flexible basis to name but a few.
And what about disadvantaged young people? That’s where charities such as Leadership Through Sport & Business comes in, breaking down barriers thanks to sponsorship from big business. A mobility charity, it has prepared and supported disadvantaged young people into meaningful employment with major firms since 2012.
The charity works with major football club foundations including Aston Villa, Chelsea, Liverpool, Manchester City, Tottenham Hotspur and West Ham United to personally and professionally develop bright young people who would otherwise be lost to underemployment.
It then finds them roles in business and finance with leading firms such as Ernst & Young, Santander and Grant Thornton. Having helped hundreds of young people into work, Leadership Through Sport & Business’s 2018 intake of 90 brilliant young people are now looking for positions in London, Birmingham, Liverpool and Manchester.
This is something we should be very proud of and continue to promote as we head into 2019. With Brexit just around the corner, UK employment is more crucial than ever, and we should do everything in our power to open doors to new opportunities for those brimming with talent but who are not yet able to utilise them. Barriers are made to be broken after all, and we’re heading in the right direction to a future that offers inclusive employment.
But no matter what the size, all businesses face challenging problems and barriers, especially in employment. One size certainly does not fit all, something governments of all political persuasions fail to grasp.
The biggest barrier to employment is legislation, especially for small businesses – the SMEs in this country are responsible for 60% of jobs. That is a barrier that cannot be broken down, instead it has to be effectively managed.
Large businesses generally don’t break down barriers, they just accept and absorb them. But through sponsorship it can help others create opportunities to break down those barriers.
SMEs, on the other hand, innovate, adapt and learn to live with them. To use a cricket analogy, for instance, a sharply turning wicket or conditions that make a cricket ball swing are a barrier to scoring runs. You can’t change that, you can’t break down that barrier, you have to just adapt – as the Twenty20 format has shown.
So, from the employer’s side it just doesn’t get any easier. But what about the employees who are willing and wanting to work, but who face barriers? The disabled, single parents (male or female), refugees and those for whatever reason who need to work on a flexible basis to name but a few.
And what about disadvantaged young people? That’s where charities such as Leadership Through Sport & Business comes in, breaking down barriers thanks to sponsorship from big business. A mobility charity, it has prepared and supported disadvantaged young people into meaningful employment with major firms since 2012.
The charity works with major football club foundations including Aston Villa, Chelsea, Liverpool, Manchester City, Tottenham Hotspur and West Ham United to personally and professionally develop bright young people who would otherwise be lost to underemployment.
It then finds them roles in business and finance with leading firms such as Ernst & Young, Santander and Grant Thornton. Having helped hundreds of young people into work, Leadership Through Sport & Business’s 2018 intake of 90 brilliant young people are now looking for positions in London, Birmingham, Liverpool and Manchester.
This is something we should be very proud of and continue to promote as we head into 2019. With Brexit just around the corner, UK employment is more crucial than ever, and we should do everything in our power to open doors to new opportunities for those brimming with talent but who are not yet able to utilise them. Barriers are made to be broken after all, and we’re heading in the right direction to a future that offers inclusive employment.
