Articles

Audio

Video

The Norfolk Knowledge Hub

The Norfolk Knowledge Hub, crafted in collaboration with Norfolk County Council, is your free to view 24/7 virtual business support and learning portal.

What?

Get the support and inspiration you need to succeed by accessing online learning, knowledge sharing events, peer to peer learning, thought leadership, information and ideas all designed to help support you and your business.

Why?

Whether you are a sole trader, part of a larger organisation, or are an individual wanting to get ahead in business - you can access information on key issues, from learning how to adapt and successfully recover from the impacts of the Covid-19 pandemic, to understanding and navigating Brexit and other key challenges. Updating you and your organisation’s skills and discovering new opportunities.

Who?

How?

...for iOS & Android

Norfolk Knowledge Hub

There are countless articles and books written on the subject of motivation, and in particular, how to get the most out of our employees in the workplace. It is fairly clear that there is no one set of step-by-step rules to encourage people to maintain 110% effort 100% of the time.Motivation can be defined as energy. Consider for a moment how you feel when you are motivated or demotivated. Are you energised? Are you engaged? Or do you feel lacklustre, tired and stressed? If we have too many people in our teams and businesses who are consistently demotivated, then the impact can be dramatic and difficult to recover. It is well known that negativity breeds negativity – when people feel isolated, frustrated and disengaged, the natural inclination is to pull other people into that world to create justification for these negative feelings. The literal opposite is true of teams and organisations where there are high levels of motivation and engagement – there is a competitive advantage to having high levels of motivation present across your organisation.What is clear is that beyond strategy, structure, traditional performance management and organisational objective setting lies a universal and underpinning truth.This truth is that people in the workplace have a choice about how much and what kind of energy they put into the work they do. This is called ‘discretionary effort’ and that there are many factors that can influence this choice. It is our role, as leaders and managers, to understand these factors and, therefore, what influences people’s levels of motivation.So what can we do as leaders to encourage our people to remain focussed and engaged in their activities? Studies show that people are more engaged in their work through the right balance of intrinsic and extrinsic motivational factors.Let’s look for a second at Frederick Herzberg’s ‘Two Factor theory of Motivation’, a widely accepted theory, which he developed in 1959 following a study of over 200 professional workers at the Ford Motor Factory. Herzberg suggests that there are two principal and different areas of need in the workplace that affect satisfaction and motivation. His work follows on from Abraham Maslow’s ‘Hierarchy of Needs’ and is classified in the group of motivational studies that are based around human beings’ desire to satisfy a need.Herzberg stated that there are two distinct areas that we as leaders and managers need to pay attention to. The first of these areas he called hygiene factors, and they include things like working conditions, relationships with our peers and supervisors and, interestingly, pay. He found that the perceived absence of any of these factors would create dissatisfaction and he also found that if these factors were sufficiently present (in the perception of the workers), they would not increase levels of motivation, they would simply prevent dissatisfaction. The second of these two areas he referred to as motivators and these included things like achievement, recognition, responsibility, growth and the nature of the work itself. He found that when these factors were sufficiently present, they could positively motivate and when they were not present, they could demotivate. The two factors exist separately and the factors lead to positve motivation are fundamentally different nature to those that lead to dissatisfaction.The beauty in Herzberg’s theory lies not in the precise validity (which has been challenged due to the size of the control group) but in how we look at the things that are important to us and our teams in the workplace. Consider for a second how you feel or felt when you got a pay rise. I am sure there would have been the flush of excitement, the thoughts of what we could do with the money and the added security … but how long did these feelings last? Now consider for a second the deeper reward that a pay increase gives us. Surely the pay increase has more meaning when we understand that it is a recognition of our value to the organisation that has garnered this increase. Herzberg found that the two most important motivating factors were achievement and recognition. He also found that hygiene factors had to be present to avoid dissatisfaction, but could not in themselves alone increase levels of motivation.So, when we are in our businesses and our teams perhaps it is not enough to simply address the working conditions, environment or get the exciting new gadget. We need to be paying very close attention to how we are challenging, enriching, supporting and recognising our individuals and teams for the work that they do.To consistently encourage high levels of motivation we should be looking to empower, challenge and engage our team members and ensure that we support and recognise their hard work and efforts towards our mutual goals.&nbsp;As managers, we should be constantly on the look out for things that we think are motivating our team, but are actually hygiene factors. The point is that we have to work hard to encourage positive motivation and we have to have the courage and self-awareness to challenge our own preconceptions of what truly motivates an individual. Simply put, we have to invest our time and energy to see the results. But when we do, those results will be dramatic and inspiring.To find out more of what we do, click&nbsp;<a href="https://www.turningfactor.com/what-we-do/" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(90, 185, 204);">here</a><a href="https://www.turningfactor.com/contact-us/" rel="noopener noreferrer" target="_blank" style="color: var(--color-text-primary); background-color: transparent;">CONTACT US TODAY TO DEVELOP YOUR PEOPLE</a><h3>Turning Factor are taking a leading role in shaping the future of the local business community. Turning Factor, Strategic Partners of the Norfolk Chambers, demonstrate their position as exceptional leaders with a commitment to supporting growth for the Norfolk business community. See more about&nbsp;<a href="https://www.norfolkchamber.co.uk/gold-patrons" rel="noopener noreferrer" target="_blank" style="color: var(--color-text-primary); background-color: transparent;">Patron &amp; Partners here</a>&nbsp;&gt;&nbsp;</h3>

By Alex Sellers,  Director of Learning and Development at Turning Factor

Motivation in the Workplace

From personal experience, freelancing can be a very isolating and potentially lonely place; many days are spent working long hours on projects and commissions alone without any social interaction. Humans are social beings and interacting with others has a positive effect on our mental and physical health, lowering levels of stress, depression and anxiety. Of course, we can sustain our normal functioning levels with short periods of time in isolation, but to increase productivity and efficiency we need to be socialising.From this desire to connect working professionals, the growth of coworking spaces has dramatically risen over the last five years crossing the pond from the US, into London and spreading throughout major cities in the UK. WeWork is one of the most notable and recognisable companies to specialise in coworking spaces globally, designed for freelancers, start-ups and entrepreneurs. Perhaps now recognised as a brand in its own right, WeWork is renowned for its contemporary interior style, wellness perks and flexibility in working arrangements, as standard they even offer prosecco on tap!A sense of community is a key benefit that coworking spaces strive to promote. Spaces offer a fluid approach to working, often removing the ‘fixed desk’ style of traditional offices and instead opting for multifunctional areas that allow for movement and interaction with other members. Users of coworking spaces can effectively choose on a daily basis whether they would like to work at a desk, in the onsite coffee shop or in comfy lounge areas. It promotes choice, flexibility and a constant opportunity for interaction and social working.<img src="https://static.wixstatic.com/media/61cf14_bf525d43427d4b509238da15cbcc3514~mv2.jpg/v1/fill/w_925,h_617,al_c,q_90/61cf14_bf525d43427d4b509238da15cbcc3514~mv2.webp">However, to be social doesn’t necessarily mean meeting friends for a coffee or drinks at the pub; working in a room of other likeminded people with small interactions throughout the working day is a valuable way to be social. This is a form of ‘passive’ networking, meaning you don’t set out to meet new people and form connections but that they grow organically with fellow members.Whether interaction between members occurs or not, being in an often more relaxed environment surrounded by peers at an equal stage of business can promote a sense of support, particularly for creatives, where traditional formalities of the corporate world are diminished. This in turn generates a natural way to network, share ideas, generate feedback and start building relationships that have the potential to lead to member collaborations.Opened in 2015, Soho Works is one of these highly sort after spaces, designed to cater for creatives, it offers a photography studio, 3D printer and a library. As part of the Soho House brand this space is, as expected, driven by detail, and it is clear time has been spent to make the space functional, flexible and inviting for all of its members in order for them to work at their best creative capacity.Looking professional is often a big worry for start-ups and entrepreneurs, especially if working from home and trying to meet new clients. Almost all spaces allow members to book a choice of private meeting rooms to formally host clients, but also offer the flexibility of providing social meeting spaces that are within a working environment. Another added benefit is the option to register your company address to your coworking premises, a bonus for those solo entrepreneurs who do not yet have a permanent or professional base. It is an attractive way to begin building a formal image of your company.Further benefitting the concept of community and social interaction, workplace wellness is a hugely important consideration for coworking networks in order to attract new members. Not only are the majority of spaces open 24 hours a day, offering complete flexibility in working hours, but they embrace modern day awareness that good physical and mental wellness is a crucial factor in improving workplace performance.For starters, the energy and atmosphere of a coworking space should be an inspiring one, so that any hours spent at a desk are motivating and productive. Yet to address overall wellness and tempt us away from endless hours at a laptop, many membership options will include gym access, or exercise classes such as yoga or HIIT, with some stretching to treatment rooms, spa facilities and cinema evenings. The aim, to address our currently overlooked approach to an equal work-life balance, and achieve a happier and more sustainable attitude towards working.<img src="https://static.wixstatic.com/media/61cf14_c79147a27e3345f980d52824090bae8c~mv2.jpg/v1/fit/w_750,h_500,al_c,q_20/file.jpg">Every coworking group has its own unique niche, to target individual needs and create a more focussed group of likeminded members. The Ministry offers its users an on-site recording studio and tequila bar, whilst ‘room service’ for your desk is a benefit to clients of Mortimer House. Female only memberships are on offer at the All Bright Fitzrovia, whereas Uncommon London provides a space decked floor to ceiling with plants and pumps calming scents through the air. One other notable mention is OneCowork Marina, which is situated directly on Barcelona’s beautiful beachfront. You name it, there will be a hub out there to offer any perk you could wish for, eachcompeting for the very best in benefits and facilities to be set apart from the rest. Could there be an argument here however, that one day these perks could simply distract from the original intent of a coworking space, a space to assist professionals in successfully growing a business and career? Whatever your stance, it’s tricky to deny that most of these spaces are incredibly enticing!Popularity of coworking is continually on the rise, and the massive variety in membership options seems to cater for the needs of everyone. With hubs popping up in further reaching areas of the UK, and the rest of the world, we can be sure that for every business out there the opportunity to explore the benefits of coworking will be just around the corner. It is clear that this way of working is so far removed from dull, carpet-stained offices of the past, and it seems to be only just getting started. Can there really be any downside?You can view this original article <a href="https://www.layrddesign.co.uk/post/joining-a-coworking-space-what-are-the-benefits" rel="noopener noreferrer" target="_blank">here</a>

Layrd

Joining a Coworking Space, what are the benefits?

It’s safe to say most employers know that things won’t simply go back to normal when their teams return to the office. And while some organisations won’t reopen their offices at all, it’s likely that <a href="https://ifamagazine.com/article/uk-businesses-believe-hybrid-working-is-here-to-stay-after-190-spike-in-remote-job-postings-since-pandemic-began/" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(74, 110, 224);">89% of UK businesses will opt for a hybrid model</a> where employees work from home some of the time. But these businesses need to consider more than who will return to the office and when.Three current interior design trends highlight the ways in which employers can help their teams successfully return to the workplace. In this article, we explore how updated approaches embrace the positives of home working and eliminate drawbacks in ways that nurture employee well-being, collaboration and engagement.1. Introducing the comforts of homeThe presence of pets, partners and kids meant that most people had to adjust to remote working. Naturally, they gravitated to the places and spaces where they were most comfortable or worked most efficiently. They mixed things up in ways that felt right. Working from home meant people could find – or create – ideal working conditions throughout the day.Now, the flexibility and adaptability of home is set to become an important ingredient in a productive workplace.Giving people options and some measure of control over their environment isn’t just about physical comfort, of course. Varied and adaptable spaces allow for a wider range of activities and reduce the friction between digital and in-person interactions (and meetings where both happen at once).This trend also sees businesses moving away from minimalist aesthetics. Instead, they’re adopting a cosier, more relaxed look and feel, emphasising tactility and texture.In fact, we’re currently seeing this play out with our own clients, with businesses opting for wooden desks and soft, woven curtains to increase the warmth and tranquillity of their workspaces. <img src="https://static.wixstatic.com/media/d930e6_fcc98042278c460d9b81e98a21a66517~mv2.jpg/v1/fit/w_750,h_570,al_c,q_20/file.jpg"><img src="https://static.wixstatic.com/media/d930e6_fcc98042278c460d9b81e98a21a66517~mv2.jpg/v1/fill/w_925,h_703,al_c,q_90/d930e6_fcc98042278c460d9b81e98a21a66517~mv2.webp">2. Spaces for interaction and innovationThe ratio of workspace to social space is shifting as employers seek to overcome the feelings of isolation suffered by many remote workers, attempting to create a sense of community amongst their teams.Increasing opportunities for chance encounters, team-building and collaboration will be a priority in the post-Covid workplace.And while a generational shift over the last 20 years has meant employees are valued as individuals, not assets, that has been accelerated by the pandemic. Now it’s more important than ever that workspaces invite self-expression and human interaction. It rewards the personal investment they make in their work and increases their commitment to business success.Creating opportunities for collaboration and knowledge exchange can benefit the bottom line too. Just take a look at how the tech giants furnish their offices. Introducing ping-pong tables, game consoles and snack bars create conditions for socialising. That gets their smart, engaged employees talking, which leads to innovation and growth. <img src="https://static.wixstatic.com/media/d930e6_04a9164e2bb44547a127cf8cc6148654~mv2.jpg/v1/fit/w_750,h_500,al_c,q_20/file.jpg"><img src="https://static.wixstatic.com/media/d930e6_04a9164e2bb44547a127cf8cc6148654~mv2.jpg/v1/fill/w_925,h_617,al_c,q_90/d930e6_04a9164e2bb44547a127cf8cc6148654~mv2.webp">3. Solutions for headspace and privacy Without a doubt, the return of face-to-face interactions at work will be a welcome change. That said, there will always be a need for private spaces for focused work. <a href="https://www.steelcase.com/eu-en/research/articles/topics/work-better/work-better/" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(74, 110, 224);">A recent study</a> found that 9 out of 10 people listed a ‘quiet, professional environment’ as one of their primary motivations for returning to the office.Businesses are now incorporating zones for quiet working – including sound-proof pods – into their office spaces. These distraction-free solutions benefit employees deep-diving into a task.They’re also ideal for confidential meetings. Online conferencing is here to stay, especially with hybrid arrangements, which mean that people will continue to work with colleagues and clients via Zoom and MS Teams.The closed-door office spaces of the past aren’t returning, but quiet conditions still play an important role in a productive workplace.<img src="https://static.wixstatic.com/media/d930e6_942190830f414aaca5c7ab6f6e132270~mv2.jpg/v1/fit/w_750,h_572,al_c,q_20/file.jpg"><a href="https://www.layrddesign.co.uk/contact" rel="noopener noreferrer" target="_blank" style="color: rgb(17, 85, 204); background-color: transparent;"><img src="https://static.wixstatic.com/media/d930e6_942190830f414aaca5c7ab6f6e132270~mv2.jpg/v1/fill/w_925,h_705,al_c,q_90/d930e6_942190830f414aaca5c7ab6f6e132270~mv2.webp"></a><h3>Planning your team’s return to the office?</h3><a href="https://www.layrddesign.co.uk/contact" rel="noopener noreferrer" target="_blank" style="color: rgb(17, 85, 204); background-color: transparent;">Get in touch</a> to learn how we can help you to create a positive, productive space for your workforce.You can view this original article <a href="https://www.layrddesign.co.uk/post/3-post-lockdown-design-trends-all-workplaces-should-consider" rel="noopener noreferrer" target="_blank">here</a>

Laryd Design

3 post-lockdown design trends all workplaces should consider

From developing a resilient mindset, to building workplace wellbeing for now and future generations, why not spend your Knowledge Hour this week nurturing your and your employee’s mental health? We all know the importance of taking time out of the working week to take care of our mental health – but how many of us actually do it?Here at Norfolk Chambers we are encouraging all businesses to spend just 1 hour a week learning something new, which can help you and your employees help their mental wellbeing and support your business growth. We would like our campaign #KnowledgeHour to be implemented by businesses far and wide – and Norfolk businesses can lead in this charge.There are many learning and development resources on the Norfolk Knowledge Hub, a digital learning hub that is free to use, free to share your content and gives you uninterrupted videos, podcasts and articles (there is no danger of pop up ads here!) so that you can easily spend 1 hour a week on your wellbeing and professional development. Here are our top 5 Knowledge Hour videos and articles to start you on your journey to implementing wellbeing in the workplace:Recovery Programme – Developing a Resilient Mindset – Ask the ExpertA resilient skillset is now, more than ever, considered one of the most important areas in which we can develop. Many people are now referring to resilience as a ‘must-have’. In this video by learning and development providers Turning Factor, you can learn all the skills required to be able to persevere, learn from our perceived failures, maintain motivation and perspective.Watch now: <a href="https://norfolkknowledgehub.co.uk/video/22454" rel="noopener noreferrer" target="_blank">Recovery Programme | Developing a Resilient Mindset - Ask the Expert | Norfolk Knowledge Hub</a> Job quality matters – building workplace wellbeing and engagement into the new normalHow can you build wellbeing and engagement in your business? In this video Dr Helen Fitzhugh and Professor Kevin Daniels from the UEA, and Professor Colin Lindsay from the University of Strathclyde discuss how focusing on job quality can help businesses and workers be ready to tackle new challenges. You will come away with evidence-based insight and guidance on the importance of employee engagement and wellbeing for productivity, performance and innovation in business.Watch now: <a href="https://norfolkknowledgehub.co.uk/video/28771" rel="noopener noreferrer" target="_blank">Job quality matters - building workplace wellbeing and engagement into the new normal | Norfolk Knowledge Hub</a>&nbsp;Success Measurements: Joe Mills, The Tree AcademyEach day we use measurements in our lives, those different types of evidence we continually gather to determine how ‘successful’, ‘happy’, ‘satisfied’ or ‘fulfilled’ we feel, and if we’ve achieved what we have attended to. In this video Joe Mills from The Tree Academy looks at these measurements to help you set metrics that reflect the life you have now and what you would like to create for your future.Watch now: <a href="https://norfolkknowledgehub.co.uk/video/28052" rel="noopener noreferrer" target="_blank">Success Measurements: Joe Mills, The Tree Academy | Norfolk Knowledge Hub</a>&nbsp;Reaping the Benefits of Rest &amp; Relaxation – Compass DiscoveryWe all look to achieve that work/life balance right? In this article Compass Discovery talk about their top tips on how we can all achieve this, referencing neuroscientific studies that confirm that an increase of alpha brainwaves through the process of quiet contemplation and meditation can reduce depressive symptoms and increase creative thinking.Read now: <a href="https://norfolkknowledgehub.co.uk/article/28964" rel="noopener noreferrer" target="_blank">Reaping the Benefits of Rest &amp; Relaxation | Norfolk Knowledge Hub</a>&nbsp;Turning Factor: Emotional IntelligenceOur ability to manage our own emotions and recognise and influence the emotions of others is fundamental in our ability to lead and manage successfully. In this video learning and development providers Turning Factor shows you how to harness the positive and manage the negative, helping you manage emotions in the workplace.Watch now: <a href="https://norfolkknowledgehub.co.uk/video/28053" rel="noopener noreferrer" target="_blank">Turning Factor: Emotional Intelligence | Norfolk Knowledge Hub</a>&nbsp;You can discover more videos, podcasts and articles for your Knowledge Hour over on the Norfolk Knowledge Hub <a href="http://www.norfolkknowledgehub.co.uk/" rel="noopener noreferrer" target="_blank">www.norfolkknowl</a>

Celebrating Mental Health Awareness Week

Wellbeing in the Workplace 

In this article, we explore the concept of workplace wellness, the benefits for business and some of the practical steps you can take to support your team’s wellbeing.Before we delve into why workplace wellness is important, we should start by explaining what it is. A good place to start is the <a href="https://www.ilo.org/global/topics/safety-and-health-at-work/areasofwork/workplace-health-promotion-and-well-being/WCMS_118396/lang--en/index.htm" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(255, 255, 255);">International Labour Organization definition</a>. It says:“Workplace Wellbeing relates to all aspects of working life, from the quality and safety of the physical environment, to how workers feel about their work, their working environment, the climate at work and work organization.”Put simply, ‘workplace wellness’ refers to the impact that a place of work has on individuals’ mental and physical health.In recent years you may have noticed growing interest in the topic from both businesses and their employees. Why? Because there are big benefits for both parties. In fact, <a href="https://www.hse.gov.uk/statistics/dayslost.htm%23:~:text=Working%2520days%2520lost%252C%25202018%252F19&amp;text=Stress%252C%2520depression%2520or%2520anxiety%2520and,8.1%2520days%2520for%2520Injuries" rel="noopener noreferrer" target="_blank" style="color: rgb(255, 255, 255); background-color: transparent;">according to the Health &amp; Safety Executive (HSE)</a>, 28.2m working days were lost in 2018/19 due to work-related illness; 12.8m of these were due to stress, depression and anxiety. That’s a lot of lost time for a business of any size. Workplace wellness has also been linked to increased productivity, <a href="https://www.optum.com/content/dam/optum3/optum/en/resources/white-papers/optum-enps_wf715193-white-paper.pdf" rel="noopener noreferrer" target="_blank" style="color: rgb(255, 255, 255); background-color: transparent;">employee loyalty and retention rates</a>. And given that it costs an average of £3,000 to hire someone in the UK, it’s clearly in a business’s interests to support their employees’ wellbeing.And the benefits of workplace wellness for employees is clear too: individuals are healthier, happier and more inclined to enjoy their jobs.So if you’re convinced of the benefits, what are the key steps you can take to improve wellbeing in your workplace?<h3>Health initiatives</h3><img src="https://static.wixstatic.com/media/61cf14_7bd5a2e8ab2e4399825db800706a2df5~mv2.jpg/v1/fit/w_750,h_500,al_c,q_20/file.jpg"><img src="https://static.wixstatic.com/media/61cf14_7bd5a2e8ab2e4399825db800706a2df5~mv2.jpg/v1/fill/w_925,h_617,al_c,q_90/61cf14_7bd5a2e8ab2e4399825db800706a2df5~mv2.webp">Encourage your employees to engage in healthy activities. From on-site yoga and fitness sessions, to giving away free fruit and healthy snacks, businesses can support healthy behaviours.In fact, the benefits of exercise go beyond the physical. The endorphins and hormones released during exercise can help with mental health. Plus, team activities help employees to bond and feel like they belong.And while open-plan offices get a bad rep, there are actually health benefits. Recent research <a href="https://recruitingtimes.org/recruitment-and-hr-learning-and-development-l-and-d/24054/study-reveals-health-and-wellbeing-benefits-to-open-plan-offices/" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(255, 255, 255);">published in the British Medical Journal</a> shows that employees in open-plan offices are 31.8% more active than those in cubicles and private offices. <h3>Ergonomic Environments</h3>While it should come as no surprise, it’s worth a mention: furniture has a big impact on health and wellbeing.The HSE states that <a href="https://www.hse.gov.uk/statistics/causdis/msd.pdf" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(255, 255, 255);">2.8m working days were lost due to back disorders</a> in 2018/19. This could be eased or avoided by providing the right equipment, such as desks and workstations set at the correct height. If your employees work remotely, consider investing in equipment for home working, reducing their risk of injury.<h3>Biophilic Design</h3><img src="https://static.wixstatic.com/media/61cf14_594a953d88d34565a1826e43be25b24c~mv2.jpg/v1/fit/w_750,h_500,al_c,q_20/file.jpg"><img src="https://static.wixstatic.com/media/61cf14_594a953d88d34565a1826e43be25b24c~mv2.jpg/v1/fill/w_925,h_617,al_c,q_90/61cf14_594a953d88d34565a1826e43be25b24c~mv2.webp">Biophilic design is a big trend right now, and for good reason. Biophilic design incorporates elements of the natural world into interior spaces to promote wellbeing. From increasing the number of natural surfaces to promoting natural light and airflow, there are multiple different aspects to the trend. Want to incorporate biophilic elements in your workplace? Research shows that the presence of plants in a building can increase feelings of wellbeing by as much as 40%.<h3>Flexible &amp; Agile Working</h3>While similar, these two practices are slightly different. Flexible working allows employees to shift their working hours and places of work to fit in with their lives, while agile working is more focused on the most efficient means of completing a task, which may include flexible working. Either way, it can have significant benefits for individuals and businesses. <a href="https://www.som.cranfield.ac.uk/som/media/images/research/wbl/moreless.pdf" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(255, 255, 255);">Multiple studies </a>demonstrate that increases job satisfaction and results in greater productivity.<h3>Coronavirus Considerations</h3>Of course, it would be remiss of us to not mention the ongoing coronavirus pandemic. The virus has prompted businesses around the world to focus on workplace wellbeing like never before. Employers have made widespread changes to working practices to ensure the health and safety of their teams.As a result, even the most traditional of businesses have introduced flexible and remote working. Office layouts have changed to introduce social distancing measures, while outdoor meetings have resulted in increased exposure to nature.And it’s not likely to stop there. The impact of the pandemic will continue to affect our understanding of workplace wellbeing long into the future. We, like you, will have our eyes focused on the new trends as they develop. Find out moreAt Layrd Design, we’re committed to workplace wellness. Founder William Mayes is training to become a qualified <a href="https://www.wellcertified.com/" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(255, 255, 255);">WELL</a> practitioner, formalising his skills and experience in this area, creating healthy, productive workplaces that encourage employees and businesses to thrive. If you’d like to promote workplace wellbeing in your business, <a href="https://www.layrddesign.co.uk/contact" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(255, 255, 255);">get in touch</a>. Disclaimer:Thank you for visiting our bog! This blog is a resource guide for&nbsp;inspirational and informational purposes. All the information found on my blog should be used at your own risk. All photos that are not taken by Layrd Design&nbsp;are linked to their sources and are widely available to download on the internet by the general public.All the written content is copyrighted, copying of our written texts are prohibited.You can view this original article <a href="https://www.layrddesign.co.uk/post/the-importance-of-workplace-wellness" rel="noopener noreferrer" target="_blank">here </a>

Laryd

The Importance of Workplace Wellness

Recruitment of the ‘COVID generation’ brings a new set of challenges for young adults entering the workplace, as well as for the employers hiring them. For the first time since WWII, there are massive changes to the way students study, are assessed, and in turn the skills they bring to the workplace. We believe it is important for employers to have information about these changes to ensure candidates are successful and the right recruit is hired.Gareth invited a balanced panel of guest speakers, representing both students’ and employers’ perspectives on the topic. Exploring the impacts on the different parties involved, speakers discussed their answers to the following questions:<h2>Questions for candidate representatives: Form the Future and Long Road Sixth Form College</h2>1. What has the next generation of school and college leavers missed out on over the past 11 months compared to usual cohorts?2. Which skills might these school leavers be lacking when employers encounter them?3. What can employers do in their recruitment processes to help support these young adults to overcome some of the skills gaps and give the best impression of themselves?<h2>Questions to the employer discussion panel: AstraZeneca, CBI, and Leeds City Council</h2>From either your own experiences or from employers you talk to, have recent recruits already shown any skill deficits compared to normal school and college leavers?1. Conversely, have any recent recruits shown any stronger skills since the start of the pandemic?2. What allowances in recruitment have already been necessary to allow for these skills deficits?3. What else can be done to plug these skills deficits when young adults join the workplace?4. What advice would you give to employers who are currently undertaking their recruitment process?Below are some highlight comments from the forum. You can watch the full recording of the forum by clicking the button below.You can watch the full Discussion<a href="https://www.youtube.com/watch?v=hd7TKCCgNtY" rel="noopener noreferrer" target="_blank"> here</a><h1>Top 10 Takeaway Points</h1><ul><li>Employers should offer more virtual work experience and careers resources to help the COVID generation gain employability skills</li><li>Recruits should be considered on an individual basis as candidates will not have been impacted in the same way, this is especially true for disadvantaged students. Recruitment therefore may need a more tailored approach going forward</li><li>Students should be encouraged to think about relating their skills in interviews that have not been gained in the workplace</li><li>Employers could assist candidates by giving them ‘more scaffolding’ in applications to help students show what they are capable of. They can also give them tasks that let their natural skills shine, or give candidates a trial run</li><li>Mentoring can be beneficial for both new starters and the mentoree</li><li>Employers should not catastrophise the situation and should continue to encourage young adults into the workplace</li><li>Local employers can help schools in their area by providing career help and resources</li><li>Schools should tell all students about the apprenticeship route after school and college</li><li>Being more mindful of students needs may make the workplace more attractive, discouraging students to simply follow the university pathway</li><li>Promoting social activity in the workplace would help change the belief that university is the only way to gain those experiences</li></ul> <h1>Key Comments</h1><h2>Candidate Representative:&nbsp;<a href="https://www.linkedin.com/in/anneubailey/" rel="noopener noreferrer" target="_blank" style="color: rgb(37, 177, 75); background-color: transparent;">Anne Bailey</a>, CEO and Co-founder of Form the Future</h2>Anne helps young people to prepare for their careers, introducing them to different industries and jobs. Anne found that schools have had to squeeze their curriculum and cut careers resources since March 2020. For instance, Form the Future spoke to less than 5,000 students in the last year compared to the usual 20,000. Employers haven’t had the chance to go into schools let alone offer work experience; thousands of work experience placements have disappeared. Exposure to careers is too important for young people to miss out on, it’s too great a risk.&nbsp;Students can’t be what they can’t see.A big impact on the COVID generation has been mental health. The opportunity to have a ‘terminal exam’ as a reflection on their progress and their futures has been swept out from under year 11’s and 13’s causing huge anxiety and uncertainty. Furthermore, part-time jobs in customer-facing, dynamic environments haven’t been available. These can be the making of young adults and a big boost to their confidence and developing self-awareness. There haven’t even been opportunities to evidence transferable skills such as teamwork through playing on a sports team, or organisational ability by holding a play.Anne recommends that employers’ give ‘more scaffolding’ to help students better conduct themselves in interviews and stand out in a competitive job market. This includes allowing candidates to reach further back to link to examples of transferable skills. Furthermore, students should be taught how to talk about the transferable skills they have developed during the pandemic, like time management, working alone, and using online programmes. Interviews can favour extroverts and employers should give tasks and ‘work trials’ that favour the natural skills of introverts. Additionally, new starters could be paired with other young and relatable employees as mentors who can offer support.<h2>Candidate Representative:&nbsp;<a href="https://www.linkedin.com/in/steve-dann-8672765a/" rel="noopener noreferrer" target="_blank" style="color: rgb(37, 177, 75); background-color: transparent;">Steve Dann</a>, Vice President of Long Road Sixth Form College</h2>Steve Dann, Vice President of a college of 2,500 students doing a range of level qualifications, gave insight from the perspective of the student. Steve believes the effects of the pandemic is going to ripple through the education system for several years. He states that it is likely to be younger children who are the most affected, impacting reading and writing. This is particularly the case for disadvantaged children. College students have been in the education system for most of their life and are more resilient to change. The educational impact is minimal compared to the effect on interpersonal skills.2020’s college leavers had learned the majority of the syllabus by the time the first lockdown started. 2021′ college leavers will have had two academic years of disrupted learning, particularly in 2021. They have also missed out on the usual way of being assessed and graded through exams. This uncertainty and unfamiliarity has helped contribute to mental health problems, as well as changed the relationship between student and teacher. Teachers assess students based on their work throughout the year, meaning every piece of work is now held against them.However, Steve does report that some benefits have come out of the changes to learning over the past year. Some students have thrived as they have gained extra hours in the day by not commuting. As well as able to work in their own time instead of around a teacher’s schedule, and generally had fewer distractions.Steve advises that employers should not catastrophise the situation and should continue to encourage the COVID generation into the workplace. Employers should be wary about how grades are predicted in 2021 as it is still not yet confirmed how students will be assessed.<h2>Employer Representative:&nbsp;<a href="https://www.linkedin.com/in/emma-wood-5a38b376/" rel="noopener noreferrer" target="_blank" style="color: rgb(37, 177, 75); background-color: transparent;">Emma Wood</a>, Talent Acquisition Partner at AstraZeneca</h2>Emma reported that AstraZeneca has not seen any skills deficits in the young adults they are recruiting in 2021. They have seen a huge rise in applicant numbers for this round of recruitment with double the applications than usual and great feedback from virtual events they have hosted. However, she believes we will not see the full extent of the impacts of COVID-19 for a couple of years yet.Mental health again came up as a top concern for the COVID generation. Students worry they will have nothing to show for their years of education without exams. Employers and teachers should be encouraging young adults to see the other benefits and years of hard work have brought for them. Including a strong work ethic and self-motivation that is essential in the workplace.Emma agrees that there is going to be a considerable lack of work experience in candidates’ applications. She encourages recruits to think outside the box when discussing their skills without work experience. For example, helping someone in the community, or managing workload when studying at home.<h2>Employer Representative:&nbsp;<a href="https://www.linkedin.com/in/alexandra-hall-chen-ba43a0a5/" rel="noopener noreferrer" target="_blank" style="color: rgb(37, 177, 75); background-color: transparent;">Alex Hall-Chen</a>, Education Policy Advisor at CBI</h2>Similar to Emma, Alex has not seen too much impact on this year’s cohort of recruits’ skills, she agrees it is likely to be more of a problem for next year. She is more concerned that the COVID generation will be lacking soft skills rather than subject knowledge. Soft skills like communication, time-management, problem-solving, and team working are what employers really look out for when recruiting. Students may also choose not to take education further due to their lost learning, which would help gap some of those missed skill bridges.Alex advises that employers consider that no young person will have had their learning disrupted in the same way. Recruitment therefore may need a more tailored approach going forward. She also believes that new employees would benefit greatly from mentoring and peer support in place to help students adjust. Engagement with government programmes with learning on the job could be powerful in overcoming some of the issues.<h2>Employer Representative:&nbsp;<a href="https://www.linkedin.com/in/tracey-greig-11230918/" rel="noopener noreferrer" target="_blank" style="color: rgb(37, 177, 75); background-color: transparent;">Tracey Greig</a>, Employment and Skills Senior Manager at Leeds City Council</h2>Tracey has seen a considerably larger number of students attending their virtual careers festival, implying they are thinking about employment opportunities. She says the main missing skills have been a lack of confidence and issues with resilience.Some employers may be looking at GCSE grades instead of A-Level for comparison purposes and understanding a candidate’s capabilities. However, local employers can help schools in their area by providing career help. Including helping to put together a CV, virtual work experience, online interview preparation, and other employability skills to help young adults build a virtual portfolio. Equally, businesses can help young adults with interview preparation so that they can show the best of themselves.This has proved invaluable for students when implemented in the past and can be great for a company’s brand identity. Employers should give students the opportunities to gain alternative skills to bring to their applications other than work experience. Tracey also argues all students should be introduced to apprenticeships, not just those who are unlikely to go to university.<h1>Awarding Bodies Representatives:</h1><h2><a href="https://www.linkedin.com/in/sophie-shepherd-101a86a8/" rel="noopener noreferrer" target="_blank" style="color: rgb(37, 177, 75); background-color: transparent;">Sophie Shepard</a>, AAT</h2>Sophie at AAT comments that as a small employer, recruitment has been lower than normal with notably lower quality applicants. They are looking at adapting how they assess their new recruits accordingly, with competency interviews and tests that can assess the skills candidates might have but are not visible in a CV or interview. Employers should be prepared for gaps in CVs, recognising why it there and looking for potential. As well as taking into consideration external factors like limited access to WiFi and computers when assessing applicants. It must also be remembered that some people will never have actually been in a physical office environment.<h2><a href="https://www.linkedin.com/in/lucy-randall-16a02630/" rel="noopener noreferrer" target="_blank" style="color: rgb(37, 177, 75); background-color: transparent;">Lucy Randall</a>, ICAEW</h2>Lucy from ICAEW points out that employers should be mindful of judgement about the COVID generation and those who have not achieved as much throughout lockdown. Sometimes just surviving is enough. It is therefore important to get to know how the candidate is as an individual. How you question students is going to be important to avoid unconscious bias.<h2><a href="https://www.linkedin.com/in/aleksandra-zaronina-kirillova-3680a18/" rel="noopener noreferrer" target="_blank" style="color: rgb(37, 177, 75); background-color: transparent;">Aleksandra Zaronina</a>, ACCA</h2>Aleksandra from ACCA agrees with this more personal and tailored approach. It will be important going forward for employers to look at employees on an individual basis as they will suffer from differing gaps in knowledge. As well as different perceptions of work, and differing wellbeing and mental health concerns. Furthermore, younger employees and the COVID generation are tending to jump to technology for solutions rather than their accountancy training. Employers, therefore, need to think about bridging the skills gap between different ages. Inter-generational coaching can offer big benefits for both parties.<h2><a href="https://www.linkedin.com/in/trevor-robertshaw-79616617a/" rel="noopener noreferrer" target="_blank" style="color: rgb(37, 177, 75); background-color: transparent;">Trevor Robertshaw</a>, CIMA</h2>Trevor from CIMA argues that he has seen resilience in students who have been able to adapt quickly to the move to online exams with no change to pass rates. He agrees that the benefits of mentoring programmes are notable for both the mentor and mentoree.<h1>Further Comments from the Audience</h1><h2>More applicants and lack of work experience</h2>On the whole, members of the audience agree that a larger number of applicants have come in this year than usual. Not only are CVs more likely to lack work experience, but applicants are also coming from further afield. Furthermore, a large number of applicants graduated in 2020 and are now starting their career a year later than they would have done. Perhaps because they were unable to find a grad role last year.<h2>Fewer careers events</h2>Some employers have found they haven’t had as much interest from local schools with regards to careers events. One employer notes they normally help schools with interview and advice sessions but have done none this year. As a result, they have not seen as many school leaver applicants as yet. Schools do appear to have prioritised getting students through online learning and careers events have been pushed back. CV building and general awareness of apprenticeships and alternative routes into employment seems to be lacking still in many schools. There are however lots of insight programmes and resources available virtually to provide career information.<h2>Skills gained</h2>The COVID generation does have some advantages they can articulate to employers. The ability to cope with online working, study, and socialising without requiring excessive or disproportionate hand-holding and time investment from line managers. Demonstrating that they can be trusted to be efficient, effective and economical in terms of their work.<h2>Concern for wellbeing</h2>The audience agrees that wellbeing is a major concern as remote working can be a challenge to younger people, and often domestic arrangements may not be ideal for home working. Lack of social engagement without the office environment is cited as a major issue. Similarly, the anxiety of constant assessment and therefore the requirement for high performance on an ongoing basis is as well. However, a positive is that this form of assessment is more replicated in the workplace so maybe better for preparing students. It may open up a conversation to change the current exam system that can be an unreliable way to test performance.<h2>Widening the disparity gap</h2>With a move to online, digital exclusion and how some young people have limited access to computers and WiFi is likely to become a bigger problem. This will greater impact students from low SES backgrounds putting them at a further disadvantage. More widely, the impact of lost learning has been greater already for disadvantaged groups; if that isn’t explicitly accounted for in recruitment then workforce diversity may suffer.<h2>Additional Resources</h2>Join our upcoming FITT Forum:Equality, Diversity, and Inclusion in the Workplace – Wednesday 5th May 2021 8.30am to 10am.<a href="https://zoom.us/meeting/register/tJ0scu2uqT8oEt2Evtau2tPL1XFLj72nh2xj" rel="noopener noreferrer" target="_blank">Register to Join </a>

Leadership Lunch and Learn

First Intuition - Recruitment of the ‘COVID generation’ 

First Intuition Think Tank - Maintaining a Team Ethos 

What a Pandemic Taught us About WorkThe gift of time, flexibility, and balance are some of the benefits people have enjoyed during the last year.In contrast, childcare, communication, and IT were the biggest challenges as we adapted to a world of work that looked very different.The Engaging People Company wanted to find out what it was like for people working during a pandemic – what was good, and less good, and what could be taken forward into a post-Covid world.As well as hearing about benefits and challenges, there were some great examples of employee engagement shared too. Around communications, appreciation, social engagement, and wellbeing. For example, one employer offered unexpected incentives like free takeaways.Looking ahead, people want continued flexibility, from their organisation, along with technical tools and engagement and communications. From managers, things such as mental health support, communications and trust are important.Some people decided to change their career aspirations as a result of the pandemic – for reasons such as pursuing a new purpose or spending more time with family. Director Michelle Gant said: “The survey offered some great ideas but it’s a toe dip in the water.“What matters is that employers ask their people: find out what matters to them, what they need, then listen, and respond accordingly. &nbsp;And keep asking. Because people’s views change – especially as society starts opening up more. Keep listening. Keep responding. Employee engagement, it’s not a one-off thing. It’s an ongoing journey.&nbsp;“Rather like the last year.”Read the full report here: <a href="https://engaging-people.co.uk/wp-content/uploads/2021/06/Employee-engagement-survey.pdf" rel="noopener noreferrer" target="_blank">Employee-engagement-survey.pdf (engaging-people.co.uk)</a>

The Engaging People Company 

What a Pandemic Taught us About Work

With teams working remotely it can be increasingly difficult to spot the signs that a worker is suffering with stress or nearing a point of burnout. According to the Mental Health Foundation 74% of UK adults have felt so stressed at some point over the last year they felt overwhelmed or unable to cope. The following points help identify the warning signs, enabling you to take action and provide support as required.1. Ensure they are taking breaksWith teams working remotely it’s harder for managers to identity if staff are working through lunches. It can be tempting for a worker to eat at their desk and continue with tasks rather than taking a break. Managers should encourage the team to continue taking breaks whilst working from home and remind them of the importance of these breaks. Taking a break away from work and the screen is proven to improve productivity following the break.2. Regular callsHaving regular communication with workers is not only important for their wellbeing and the flow of communication, it also allows managers to assess workload and help a worker delegate tasks if required. These calls also allow the manager to spot any differences in the worker’s characteristics which could be a sign of stress or low mood.3. Encourage staff to take holidayWhilst annual leave cannot currently be used for trips abroad or weekends away it’s still important for workers to take a break away from work to rest and relax. Managers should look to encourage staff to be booking holiday to help avoid burnout. This will also help prevent a build-up of holiday impacting staffing levels and business operations once the economy and borders open up again.4. Monitor workload / working hoursThe lines between work and home life can easily become blurred whilst working from home. Workers may stay logged on later as they no longer have their commute, evening routines or social plans prompting them to leave the office. You may be able to spot if an increase in working hours through increased levels of overtime, or maybe the time of day which emails are being sent or documents are saved.5. Signpost to support&nbsp;Lockdown and adapting to working from home has been difficult for many for a number of reasons. Look to provide information signposting staff to where they can access support, such as their GP or NHS wellbeing services. Aim to create a working environment where workers feel able to speak about any concerns they may have. It may be that you look to implement a wellbeing or mental health policy so workers know how to get support should they need it.With the threat of an impending mental health pandemic impacting the nation as a result of lockdown restrictions it is important, now more than ever, to take a proactive approach with regards to workers’ health and wellbeing. Following the tips above will help ensure your workforce stay well and continue to be productive in the coming months.If you require assistance with managing workers and their health and wellbeing, including drafting policies or training line managers then please get in touch with the&nbsp;<a href="https://www.lovewell-blake.co.uk/services/outsourcing-and-hr/hr-consultancy" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(255, 74, 41);">HR consultancy team.</a>The original article was shared by Lovewell Blake and can be viewed <a href="https://www.lovewell-blake.co.uk/news/stress-awareness-month-5-ways-to-help-staff-avoid-burn-out-whilst-working-from-home" rel="noopener noreferrer" target="_blank">here</a>If you have any specific questions or would like to speak to a member of the Lovewell Blake team, get in touch via email <a href="mailto:info@lovewell-blake.co.uk" rel="noopener noreferrer" target="_blank" style="color: rgb(68, 84, 106);">info@lovewell-blake.co.uk</a>

Lovewell Blake 

Stress awareness month - 5 ways to help staff avoid burn out whilst working from home

All employees with 26 weeks or more service have the statutory right to make a flexible working request. A request for flexible working could include a request for a change to the number of hours that the employee works, a request for a change to the pattern of hours worked, a request to job share or a request to perform some or all of the work from the employee's home.With many staff having to work remotely for almost a year now, they may wish to continue with this way of working even when their physical workplace reopens, so they may choose to make a flexible working request to work from home. Another example could be staff who have been furloughed may decide they wish to return on reduced hours as have enjoyed having more free time to spend with family and would like an element of this to continue.Any requests received must be dealt with in a reasonable manner and in line with company policy and the ACAS code of practice. An employer has 3 months to respond to a written flexible working request and may wish to meet with the employee in this time to discuss the request and its possible impact on the business.Should the business decide they cannot authorise the request they must provide one of 7 prescribed reasons for declining the request which are as follows;<ul><li>the burden of additional costs;</li><li>an inability to reorganise work among existing staff;</li><li>an inability to recruit additional staff;</li><li>a detrimental impact on quality;</li><li>a detrimental impact on performance;</li><li>a detrimental effect on ability to meet customer demand;</li><li>insufficient work for the periods the employee proposes to work; and</li><li>a planned structural change to the business.</li></ul> Whilst these reasons are there to decline requests, they do still need to be objectively justified to avoid any potential tribunal claims, in particular those based around discrimination.If employers are not sure about the proposed arrangement, then it could be granted on a trial basis to assess how the new working arrangement would work in practice. Alternatively, an amended arrangement could be proposed by the employer to try and find a practice that works for both parties.Whilst there is the legal angle on flexible working as outlined above, it is also worth keeping in mind the best practice view too. The whole county has been thrown in to making new ways of working work, and this has put flexible working on the map. There is growing pressure from campaign groups to offer more flexibility from day one of employment and it is also well known that employee expectations reflect that work should fit around personal commitments, not the other way around. By considering flexible working requests and moving towards a culture that fosters flexibility, employers will reap the benefits of higher levels of engagement, motivation and happiness from their employees.You can view this original Lovewell Blake article and others <a href="•	https://www.lovewell-blake.co.uk/news/managing-flexible-working-requests" rel="noopener noreferrer" target="_blank">here</a>If you have any specific questions or would like to speak to a member of the Lovewell Blake team, get in touch via email <a href="mailto:info@lovewell-blake.co.uk" rel="noopener noreferrer" target="_blank" style="color: rgb(68, 84, 106);">info@lovewell-blake.co.uk</a>

Lovewell Blake

​Managing flexible working requests

The ability to develop, understand and regulate your mindset and behaviours is central to becoming an effective entrepreneurial leader, so throughout this module we’re going to give you some key tools and techniques to help you develop your self-awareness further.In this module you’ll explore:<ul><li>What is self-awareness?</li><li>Why is self-awareness important for an entrepreneur?</li><li>How to develop your self-awareness</li></ul><a href="https://media.natwestbusinesshub.com/QgtuIUTrSkWsQYiw3Ek8?dl=true&amp;_ga=2.30036790.82318055.1600936414-450289358.1600338895" rel="noopener noreferrer" target="_blank">Start by downloading and saving the workbook</a>&nbsp;to your computer, to use throughout the module, capturing any key takeaways and completing the exercises at the end of each chapter.<h2>What is self-awareness?</h2>Self-awareness is the ‘keystone’ of emotional intelligence. But what does that actually mean?In this chapter we’ll understand what self-awareness actually is and why it’s important to you as a business leader, and start to look at some key tools to develop your self-awareness.<h2>Test your self-awareness</h2>In this chapter we’ll continue to explore your self-awareness by looking at different reflection techniques and how these can help you, as well as completing a simple psychometric test to give you a greater understanding of your social styles.<h2>Developing self-awareness</h2>Feedback is the final tool we are going to explore within this module and it is central to identifying, understanding and revealing elements of yourself that you were perhaps not aware of.Further Reading<ul><li><a href="https://norfolkknowledgehub.co.uk/article/28974" rel="noopener noreferrer" target="_blank">Management strategies: the six questions you need to ask your staff</a></li><li><a href="https://norfolkknowledgehub.co.uk/article/28975" rel="noopener noreferrer" target="_blank">Leadership lessons: how to be a good boss</a></li><li><a href="https://norfolkknowledgehub.co.uk/article/28976" rel="noopener noreferrer" target="_blank">Management strategies: why mentoring matters</a></li><li><a href="https://norfolkknowledgehub.co.uk/article/28977" rel="noopener noreferrer" target="_blank">Five flaws that could be your biggest strength in business</a></li></ul> We have a thriving and diverse community of thousands of entrepreneurs from multiple sectors, backgrounds and skill sets helping you to connect with the right people at the right time. No matter whether you’re looking to upskill, get feedback, engage with new people or simply observe, there’s something for everyone.‘Want to learn more? Register for NatWest Business Builder to view all of their business development tools. Click <a href="https://natwestbusinessbuilder.com/?ref=NorfolkChamber" rel="noopener noreferrer" target="_blank">HERE</a>'

NatWest Business Builder:  Self Awareness

Introduction to Self Awareness

If you really want to know what your team think of you and your business, these questions will help create a clear image.<h2>1. What frustrates you about your role at the moment?</h2>This question is a great one for SME owners to ask, says Peter English, a management development consultant and author of Tackling Difficult Conversations, because about 40% of people focus primarily on resolving problems in their lives. “These are people who are more aware of problems and get more annoyed by them,” he says. For the other 60%, it’s still a good question because it can unearth all kinds of issues.English says many owners have a natural aversion to this line of questioning because they’ve been tutored in the ‘think positive’ school of thought. “They also fear that they won’t be able to address the issue that’s frustrating employees, or that the answer might be about their management style,” he says.Why it’s worth asking:&nbsp;It should give owners a true snapshot of what their staff are thinking about their daily grind. “Owners won’t always be able to solve the problem, but they can often do something about it – maybe meeting staff halfway,” says English, who adds that bosses should try not to act defensively to employees’ suggestions.<h2>2. What can I do better as the owner of the business?</h2>This question – unthinkable to some bosses – turns the spotlight 180 degrees. Nelson Phillips, professor at Imperial College Business School in London says that feedback could be transformational if the owner is brave enough to listen.“Owners often think that employees will feel free to speak up and tell them their ideas, observations, and suggestions, but this is very often not true,” he says. “Hierarchy always looks much more distant looking up than looking down.”Why it’s worth asking:&nbsp;The team may well be holding back – especially true, says Phillips, if the founder is charismatic and full of self-belief. “Asking this question is, ironically, most useful for owners who are least likely to ask it,” says Phillips. “This is a version of the feedback paradox: the people who desperately need to receive feedback will do everything they can to avoid it.”<h2>3. What do you think of the service we currently provide to our customers?</h2>If the customer is king and your team’s on the frontline when it comes to dealing with them, getting staff to open up about their thoughts on the customer experience can be a valuable exercise. Caroline Dunk, owner of business consultancy the CDA Organisation, says this question often helps identify opportunities to improve customer service by making changes to key processes.<blockquote>“I’m the only person in this business who can make blanket changes quite easily, so I tell the team that if something can be better, they should let me know”</blockquote><blockquote>Adam Greenwood, CEO, Greenwood Campbell</blockquote>“We carried out some work for a mobile phone retailer to improve the service in their high-street stores; many of the changes that we made were based on ideas that came from their store staff when we asked them this question,” she says.Why it’s worth asking:&nbsp;As well as unearthing new suggestions to improve the customer experience, Dunk says this question will help you to identify which members of the team really care. “Even if you don’t agree with every detail, a considered, passionate response will tell you that the individual is engaged with the goals of your organisation and wants to deliver an outstanding customer experience,” she says.<h2>4. What can we as a company do better?</h2>It seems such a blindingly obvious thing to ask the team, but Laura Jackman, assistant professor in entrepreneurship at Edinburgh Business School, says many owners simply never get round to it.“The ‘we’ aspect of this is important because staff need to feel that it’s safe to be honest and not just say what they feel the boss wants to hear,” says Jackman, who cautions against asking this purely as a box-ticking exercise with nothing happening as a result. “When that happens it’s hugely de-motivating and staff quickly realise that their opinion isn’t valued,” she says.Why it’s worth asking:&nbsp;“It’s open-ended, and in my experience frequently brings out both problems and opportunities,” says Jackman, who reiterates the importance of acting on at least some of the feedback. “I think you can ask staff as many questions as you like but if they really don’t feel ‘safe’ to answer honestly, it’s utterly pointless,” she says.<h2>5. How can we improve working here?</h2>Happy staff and a work culture in which they thrive are much-sought prizes for many owners, and Adam Greenwood, CEO and co-founder of digital agency Greenwood Campbell, says the best way to get there is to ask the team what they want.“I’m the only person in this business who can make blanket changes quite easily,” he says, “so I tell the team that if something can be better, they should let me know.”Why it’s worth asking:&nbsp;Staff are the lifeblood of any enterprise, and the happier they are, the more likely they are to propel a business forward. Don’t ask, and resentment and grievances may simmer. “Last year we took two members of the team away to a big digital conference in the US,” says Greenwood, “and some of those who didn’t get to go questioned why I only took those two. So this year I said: ‘OK, we’re going to take everyone.’”<h2>6. Are you clear on the wider business objectives and your role in achieving them?</h2>“A lot of business leaders make the assumption that employees know the business goals and the part they play – and that everyone is pulling in the same direction,” says business coach Rebecca Morley. Unfortunately, this isn’t always the case – as Morley discovered when she recently put this question to a senior leadership team. “In a number of cases there was some ambiguity around the goals and their role, and it can lead to inefficiency,” she says.Why it is worth asking:&nbsp;“Sometimes the simplest questions can make the biggest difference,” says Morley. “Business is a machine, and everyone needs to be playing their individual role in making it move forward effectively. If someone is misaligned, it creates an issue not just for them but for the business and the people around them.”Further Reading<ul><li><a href="https://natwestbusinesshub.com/articles/leadership-lessons-how-to-be-a-good-boss" rel="noopener noreferrer" target="_blank">Leadership lessons: how to be a good boss</a></li><li><a href="https://natwestbusinesshub.com/articles/management-strategies-why-mentoring-matters" rel="noopener noreferrer" target="_blank">Management strategies: why mentoring matters</a></li><li><a href="https://natwestbusinesshub.com/articles/five-flaws-that-could-be-your-biggest-strength-in-business" rel="noopener noreferrer" target="_blank">Five flaws that could be your biggest strength in business</a></li></ul> We have a thriving and diverse community of thousands of entrepreneurs from multiple sectors, backgrounds and skill sets helping you to connect with the right people at the right time. No matter whether you’re looking to upskill, get feedback, engage with new people or simply observe, there’s something for everyone.‘Want to learn more? Register for NatWest Business Builder to view all of their business development tools. Click <a href="https://natwestbusinessbuilder.com/?ref=NorfolkChamber" rel="noopener noreferrer" target="_blank">HERE</a>'

Management strategies: the six questions you need to ask your staff

There’s truth to the maxim that people leave managers, not businesses. So how do you become the kind of leader people want to work for?As an SME founder, you may find yourself managing a growing team without having had adequate preparation in the art of leadership. Your management style will affect company performance, yet, like many leaders, you may feel uncertain as to how to get the best out of your staff.“When I started my business nearly 10 years ago I didn’t intend to be a boss nor appreciate the importance of good leadership,” says Faye Watts, business consultant and founder at FUSE Accountants. “I now have a team of 10, and leadership has become the core focus of my role. Going from employer to leader takes soft skills training, an understanding of people, and the realisation that your people feed off you, so every action you take is being witnessed by your team.”Your leadership skills can have a dramatic impact on your ability to retain staff. Last year, a Gallup poll found that 75% of workers who voluntarily left their job did so because of their boss or immediate line manager. So how can you get it right? Here are some golden rules.<h2>1. Be flexible</h2>Paula Hutchings, owner/director at Marketing Vision Consultancy, learned first-hand the damage an inflexible boss can do to a workforce.“After maternity leave, I was offered a full-time-or-nothing option on returning to work with zero flexibility or room for negotiation. So I chose to leave,” she says.“One of the biggest mistakes a boss can make is not listening properly to the reasons why an employee has decided to leave the organisation and/or not taking the time to see if small changes may result in the employee deciding to stay.”Inflexibility can also manifest as a rigid approach to working style, says Ricky Muddimer, co-founder and director of business consultancy Thinking Focus.“If you work for someone with a fixed mindset, it can be infuriating: they’re inflexible, prescriptive in the way you should approach a task, or not open to the opinions of others. It shows a lack of trust in your people,” he says.<h2>The management solution</h2>Try to adopt a more flexible approach to working styles and structures. “Being a good boss means finding the right balance between what’s important to you or the company, and what’s in it for the employees personally,” says Muddimer. “You can’t expect your employees to have the same priorities as you, but the more flexible and open you are to their way of working and how they use their skills, the more they will buy into your plans and priorities.”<h2>2. Stay tuned to your staff</h2>Along with flexibility comes the ability to listen to your team and take their opinions on board. “One of the biggest lessons I’ve learned about being a good boss is to consider everything from all perspectives, not just mine, and to listen and encourage,” says Katherine Caswell, chief commercial officer at sales promotion consultancy Opia.It’s a similar story for London-based property developer Nicole Bremner, founder of East Eight and London Central Developments. She now manages a team of five staff at East Eight, and places listening at the heart of her role.“We all have personal issues in our lives we need to deal with, and part of being a good boss is ensuring we remain empathetic to those personal issues while still remaining firm on policies in place,” she says.<blockquote>“Being a good boss means finding the right balance between what’s important to you or the company, and what’s in it for the employees personally”</blockquote><blockquote>Ricky Muddimer, co-founder and director, Thinking Focus</blockquote>She adds that managers need to be willing to act on what they hear, and to allow staff roles to evolve and develop in line with their needs.“Beware of keeping a person in a role long term because that’s the role you need them to fulfil,” she says.<h2>The management solution</h2>Keith Bevan, sales and marketing director of business services provider Suresite, which employs 49 people in Preston, Lancashire, says small business leaders should talk with every member of their team on a daily basis to understand their workload and deadlines and any potential barriers to achieving them.“It also really helps if the leader is privy to information about any external pressures and stresses that could impact on the employee’s ability to perform,” he says.If checking in daily is impractical, aim to create regular opportunities for discussion and feedback, suggests Watts. “We do two reviews per year and give the team an opportunity to tell us how they would run FUSE or whether they would do anything differently to get them thinking about the client needs and those of the business as a whole.”<h2>3. Learn to let go</h2>As your business grows, you’ll have to trust your team to take on some of the tasks you initially carried out yourself. Failure to do so can make staff feel undervalued and frustrated.“Micro-managing is never advised,” says Bremmer. “I’d rather my team make mistakes or get stuck and then ask for help, than to ask me for help along the way or have me guide them through. Hopefully, they’ll come up with a better way or system than I’ve even thought of.”<h2>The management solution</h2>With a mixture of support, trust and guidance, you can nurture your team so they’re able to fulfil their responsibilities in the way that works best for them.“In my earliest days as a leader, if someone’s work was not up to standard, I’d want to redo it myself and pull all the cards in closer to my chest,” says Bevan. “As my confidence and ability developed, my strategy changed to coaching people through how they could perform a task even better next time around. I’ve also learned it’s very important that people feel they can approach you and ask for a tighter brief or greater explanation if necessary.”<h2>Tips for becoming a great boss</h2>Ricky Muddimer offers the following advice to help you become a better leader.<ul><li>Understand how the people working for you see the world&nbsp;It will be different from how you see the world. Inspirational leaders can communicate from other people’s perspectives.</li><li>Have a growth mindset&nbsp;This sees the world as abundant, with growth and success created through effort and learning.</li><li>Provide structure and clarity&nbsp;Ensure people understand what’s expected of them and by when.</li><li>Connect your people to your purpose&nbsp;At an organisational, departmental or team level, establish what’s the ‘ding’ you’re trying to make in your universe and communicate it clearly and regularly to your people.</li><li>Help people to get out of their own way and believe in themselves&nbsp;We all need someone in our corner rooting for us and this is the role of a good boss.</li></ul>Further Reading<ul><li><a href="https://norfolkknowledgehub.co.uk/article/28974" rel="noopener noreferrer" target="_blank">Management strategies: the six questions you need to ask your staff</a></li><li><a href="https://norfolkknowledgehub.co.uk/article/28976" rel="noopener noreferrer" target="_blank">Management strategies: why mentoring matters</a></li><li><a href="https://norfolkknowledgehub.co.uk/article/28977" rel="noopener noreferrer" target="_blank">Five flaws that could be your biggest strength in business</a></li></ul> We have a thriving and diverse community of thousands of entrepreneurs from multiple sectors, backgrounds and skill sets helping you to connect with the right people at the right time. No matter whether you’re looking to upskill, get feedback, engage with new people or simply observe, there’s something for everyone.‘Want to learn more? Register for NatWest Business Builder to view all of their business development tools. Click <a href="https://natwestbusinessbuilder.com/?ref=NorfolkChamber" rel="noopener noreferrer" target="_blank">HERE</a>'

Leadership lessons: how to be a good boss

Whatever level you rise to in business, you probably won’t have all the answers – which is why you should never underestimate the power of mentoring.From building the leaders of the future to improving staff performance and morale, there are numerous ways that mentoring can boost your business. It’s relevant at every level, because even founders can benefit from a fresh perspective, and it can help with issues such as staff retention, productivity and growth.“Mentoring ensures staff feel supported, educated and confident in their job roles,” says Alistair Bambridge, founder at Bambridge Accountants, which specialises in supporting clients in the creative industries. He’s a great advocate of mentoring, both for himself and for his team.“Creating an environment where staff can seek guidance and expand their knowledge is imperative to the success and growth of a business,” he expains. “I use one-to-one mentoring to monitor my staff’s progress and understanding of the business, as well as training-based mentoring as an essential resource to fill any gaps in my own knowledge.”Mentoring works by drawing on the experience of others. The mentors themselves don’t have to have all the answers, but their fresh perspective can often make the crucial difference.“Whether your issue is a failing business, working with colleagues you don’t get along with or being overstretched, being mentored by people who have experienced these issues can help you make smart decisions at times of both trouble and opportunity,” says Matt Cross, UK MD at global communications agency Hotwire.A common misconception is that mentoring takes staff away from the ‘real’ job at hand, but it’s a worthwhile investment, says Bambridge. “Those few hours of one-to-one or group work will help boost morale, unite your team and, in turn, help your employees understand what’s expected of them. The more confident and well-informed they feel, the more able they are to be individually proactive throughout the rest of the week.”<h2>Five ways to use mentoring to boost your business</h2><h2>1. Reverse mentoring</h2>“Mentoring is often seen as a more senior person mentoring a junior person, but it can be used for any situation where you want to develop yourself in a particular area,” says Nick Goddard, head of development at Abstract UK, a company that designs and delivers career development programmes to improve business performance. “For example, we’ve seen ‘reverse mentoring’ where the CEO of a company was being mentored by a graduate to gain a better understanding of how 20 year olds use social media, giving the CEO a better understanding of both his customer base and his younger employees.”Charlotte Valeur is the founder at Global Governance Group, which specialises in corporate governance advice and training. She has created U25 Mentoring, a scheme designed to bridge the knowledge gap between under-25s and board members, senior executives and politicians.Through the framework she’s set up, young mentors connect with senior mentees once a month over the course of a year. Besides providing the older mentees with insights that could give their company a competitive edge, the scheme has other benefits, including improved staff retention.“A lot of companies are concerned about holding on to young talent: if the younger generation are not happy, they’ll just move,” she says. “Reverse mentoring is an opportunity to discover why you’re losing talent.”The process also prepares young mentors to take on more senior roles in the future.“The young person has to steer and lead, so this is a form of leadership education,” adds Valeur.Practical tip:&nbsp;decide on a period of time that the mentoring will run for, hold regular sessions, and evaluate the gains for both parties at the end of the process.<h2>2. Board apprenticeships</h2>Another project founded by Valeur is Board Apprentice, a programme that places company employees on charity boards for a year and supplements this with training in corporate governance.The apprentice gains a detailed insight into the role of a board member and an opportunity to learn the necessary skills to operate at that level. Meanwhile, the company has a young member of staff who has been coached to take a more senior role.<blockquote>“External mentors can develop new skills that may not be possessed by managers, giving a fresh approach”</blockquote><blockquote>Rob Moore, co-founder, Progressive Property</blockquote>“More than 50% of them go out and become board members after that year – they have the confidence to put themselves forward because they know what it involves,” says Valeur.“The scheme is a chance to retain talent and give younger employees interactions with senior people. To the under-25s that means a lot – they’ll leave companies when they don’t feel heard. This scheme can do so much for succession planning.”Practical tip:&nbsp;give board apprentices opportunities to apply what they’ve learned during their apprenticeships.<h2>3. Outside mentoring for leaders</h2>Bringing in mentors from outside your business can provide valuable new perspectives for leaders.“External mentors can develop new skills that may not be possessed by managers, giving a fresh approach,” says Rob Moore, host of the Disruptive Entrepreneur podcast and co-founder of property education company Progressive Property.Meanwhile, Shaun Thomson, CEO at sales and management training provider Sandler Training (UK), adds that business leaders must think strategically when choosing a mentor.“It’s key that the mentor can deliver value on a number of fronts – not just assisting the business leader with their own personal career development, but also teaching them coaching skills themselves in order to build a company and keep their team motivated,” he says.Practical tip: identify your challenges and weaknesses and pick a mentor who can specifically help you address these.<h2>4. Formal mentoring within your company</h2>Making mentoring a key part of your HR strategy can result in great benefits for your business, coaching your team through personal and professional challenges, says Moore. “Mentoring allows autonomy, in that it gives guidance or advice that’s sought out, rather than hands-on micro-management,” he says.Formal mentoring that pairs junior employees with more senior team members can be beneficial when there’s a focus on progression and succession planning, says Natasha McCreesh, founder of mentoring and collaboration business PIP to Grow Strong. Other useful approaches include cross-functional mentoring. “This is a powerful tool in enabling different parts of an organisation to connect and understand each other, creating more engaged and cohesive teams,” says McCreesh.Practical tip:&nbsp;allow employees time away from their regular tasks to spend in mentoring – it can benefit your business in the long run.<h2>5. Informal peer mentoring</h2>Besides structured mentoring programmes, informal peer-to-peer mentoring can provide greater cohesion and support within your team. “Developing informal peer mentoring as part of the organisational culture is positive and empowering, so training staff on mentoring approaches is a valuable investment,” says McCreesh.A less formal peer-to-peer approach can often overcome resistance to mentoring, too.“People are generally resistant if they feel that mentoring has been imposed on them, if they have a perception that they’re being mentored because something is wrong, or they haven’t been involved in choosing their mentor,” she says.Practical tip:&nbsp;encourage your employees to take ownership of their mentoring by choosing peer mentors.Further Reading<ul><li><a href="https://norfolkknowledgehub.co.uk/article/28974" rel="noopener noreferrer" target="_blank">Management strategies: the six questions you need to ask your staff</a></li><li><a href="https://norfolkknowledgehub.co.uk/article/28975" rel="noopener noreferrer" target="_blank">Leadership lessons: how to be a good boss</a></li><li><a href="https://norfolkknowledgehub.co.uk/article/28977" rel="noopener noreferrer" target="_blank">Five flaws that could be your biggest strength in business</a></li></ul> We have a thriving and diverse community of thousands of entrepreneurs from multiple sectors, backgrounds and skill sets helping you to connect with the right people at the right time. No matter whether you’re looking to upskill, get feedback, engage with new people or simply observe, there’s something for everyone.‘Want to learn more? Register for NatWest Business Builder to view all of their business development tools. Click <a href="https://natwestbusinessbuilder.com/?ref=NorfolkChamber" rel="noopener noreferrer" target="_blank">HERE</a>'

Management strategies: why mentoring matters

It takes a certain set of qualities to be a great entrepreneur, but not all of them are what you might expect. Here, we speak to SME owners about the personal ‘flaws’ that have aided their success.Characteristics that some people might see as flaws could actually serve you and your business well, providing you know how to use them properly. Below are five prime examples of business-friendly flaws and a little insight from those who’ve used them to their advantage.<h2>1. Stubbornness</h2>Stubbornness is a trait most people try to avoid in their personal relationships, but as a business owner it could help to keep you on the right track.Keith McNiven is the founder of London-based personal training company Right Path Fitness and has no problem admitting his flaw. “I find it hard to accept when I’m wrong and when I make a plan, I want to see it through no matter what,” he says. “Being stubborn isn’t something I’d put at the top of my social profiles, but it has definitely helped me to develop my business.”In particular, McNiven’s one-track determination led him to take bigger risks when he started out. “Not content with starting a new business, I also decided that I’d move to London and set it up there,” he says. “It was really hard at first because I knew virtually no one and had left all of my useful fitness contacts back in the north, but my stubbornness saw me through. I was absolutely determined that I was going to make the business work and see through my original plan – and in the end I did.”<h2>2. Introversion</h2>You’d be forgiven for assuming that to be successful in business, you need to be confident and outgoing. After all, self-promotion means putting yourself out there and talking to people. But according to entrepreneur Barry Moore, being introverted needn’t be a barrier as long as you play to your own strengths.Moore’s Guildford-based holiday agency Party Hard Travel recently announced triple-digit growth for the third year in a row, and he’s confident that his own quiet nature has contributed to the company’s success so far.“When I was younger, I used to hate being introverted,” he says. “My social skills always seemed behind everyone else’s. I was normally the kid in the corner who wouldn’t say a word to anyone. I used to think it was a huge flaw.“But looking back at it, the experience I had to go through was amazing because it enabled me to accept being different to the crowd. Rather than being a social person it allowed me to develop other skills.“I read and study a huge amount, and that’s something the extrovert people I know really struggle with. I’d rather sit behind a computer and play around with numbers than be out and about speaking to people. I really enjoy those behind-the-scenes jobs that a lot of people don’t enjoy doing. This enables us to improve Party Hard Travel and continue to grow and expand.”<h2>3. Obsession</h2>In most areas of life, being obsessed could be considered a negative thing, but in business it often translates as determination – a trait that’s synonymous with success.That’s certainly the case at West Sussex-based IT firm Ingenica Solutions. “I have been described as a perfectionist, obsessive, determined and competitive and while I would sometimes argue about those descriptions, I have been guilty of them all in the process of starting a business,” says the company’s founder and chief operating officer, Nicola Hall.<blockquote>“Being stubborn isn’t something I’d put at the top of my social profiles, but it has definitely helped me to develop my business”</blockquote><blockquote>Keith McNiven, founder, Right Path Fitness</blockquote>“But I feel those traits are part of why Ingenica Solutions has been successful; I have been obsessed with the business and utterly determined to make it a success – we’ve just had to make sure that’s all tempered with a bit of fun and humour.”<h2>4. Impatience</h2>No entrepreneur wants to wait for their company vision to become reality, but it can take years of hard work to even get close. One business owner who’s found a positive use for his own impatience is Richard Hayes, CEO and co-founder of online broker Mojo Mortgages.“In some instances, my impatience has had a detrimental effect on my business,” he says, “but it has also driven me to innovate more quickly, because it just wasn’t feasible to wait for the scale of innovation that I wanted when I started and still want now.”Hayes found a match for his impatience in a product development team that he says has been crucial to the company’s success. “I realised I could turn my flaw to my advantage after I was introduced to product development,” he explains.“After realising the opportunity that developing our technology would bring, I knew immediately that working with a product development team would suit my impatience, in that I could effectively deliver through them.”Asked what advice he’d give other flawed entrepreneurs, Hayes says: “It’s important to ensure that your flaws – in my case impatience – never have a negative impact on customer experience.”<h2>5. Cautiousness</h2>Impatience might be conducive to success for some, but a cautious nature serves Sarah Watkinson-Yull – founder and creative director of London-based retailer Yull Shoes – well, especially when it comes to money.“I am overly cautious with credit,” she says. “I turn down orders from companies I am uneasy about as not being paid, or even being paid late, can have a huge impact on cash flow. I would rather not have the order in the first place.”Watkinson-Yull’s cautiousness has helped her build a successful brand in an unquestionably busy sector, and it’s not the young entrepreneur’s only useful flaw: “I nag a lot,” she says. “My pet hate is when I ask someone to do something and it doesn’t get done, but me being constantly on top of everything and everyone means nothing gets forgotten.”Further Reading<ul><li><a href="https://norfolkknowledgehub.co.uk/article/28974" rel="noopener noreferrer" target="_blank">Management strategies: the six questions you need to ask your staff</a></li><li><a href="https://norfolkknowledgehub.co.uk/article/28975" rel="noopener noreferrer" target="_blank">Leadership lessons: how to be a good boss</a></li><li><a href="https://norfolkknowledgehub.co.uk/article/28976" rel="noopener noreferrer" target="_blank">Management strategies: why mentoring matters</a></li></ul> We have a thriving and diverse community of thousands of entrepreneurs from multiple sectors, backgrounds and skill sets helping you to connect with the right people at the right time. No matter whether you’re looking to upskill, get feedback, engage with new people or simply observe, there’s something for everyone.‘Want to learn more? Register for NatWest Business Builder to view all of their business development tools. Click <a href="https://natwestbusinessbuilder.com/?ref=NorfolkChamber" rel="noopener noreferrer" target="_blank">HERE</a>'

Five flaws that could be your biggest strength in business

What do pitching for investment, handling important meetings, and speaking at events all have in common? They require confidence. An underappreciated tool in a businessperson’s arsenal, confidence has the ability to instantly transform, to create, to develop. Hethel Innovation recently worked with Emma Zangs to develop her business, providing coaching, mentoring and information services to allow us all to activate our inner, most-confident, selves.Emma originally worked with the Hethel Innovation Business Development to teach them techniques that they could use to deliver training, handle important meetings, and talk at events more confidently. The sessions, which were full of energy, presented the team with a variety of great tools that allowed the team to improve how they retained information, remember lines, and process body language. (My favourite technique was the forest!)Following the sessions, Emma Zangs worked through the Activate: Lean Startup process. Designed for early stage businesses, Emma was able to learn more about the value she was creating for her customers, how she could streamline her operations, and how she can grow the business in the future.Throughout Activate, Emma was able to identify new opportunities for the business, as well as discover ways to free up her time on non-value adding activities and provide a greater level of service to her customers. The completion of tools, including a Customer Journey, Operations Map and Business Model Canvas, allowed Emma to develop a ‘Tutorials Page’ that would display information, guides and tools for customers looking for an instant confidence boost.Desk-based research carried out by the Hethel Innovation team also provided Emma with information on a number of new customers that aligned with her target customers. Combined with the Customer Journey tool, Emma will be able to approach the prospective clients more effectively.Following Activate, a Vision Orbit was created to allow Emma to realise how she could grow the business over the coming years. The tool highlighted Emma’s ambition to take on new members of the workforce, enter new markets and develop new services. Continued catchups will allow Emma to share her progress and allow the Hethel Innovation team to brainstorm solutions to any opportunities and challenges that come her way.Emma said of her experience working with Hethel Innovation:<blockquote>‘The Activate: Lean Startup Process allowed me to stop, reflect and analyse what worked and did not work in my business. The regularity and the flow of the process were helpful to navigate the uncertain times of making decisions during a pandemic. I now can refer to the resources when needed in the future, but what makes Hethel innovation programme so unique is the time and dedication they take to truly listen and help the business they are working&nbsp;with. In such isolating times, I feel supported by the team as their door is always open.’</blockquote><blockquote>Emma Zangs</blockquote>To learn more about Emma Zangs and the amazing work she delivers to allow others to realise their full potential, visit&nbsp;<a href="https://www.emmazangs.com/" rel="noopener noreferrer" target="_blank" style="color: rgb(244, 102, 62); background-color: transparent;">Emmazangs.com</a>We think you may also find this interesting: Hethel Innovation Case Study: Dread Decks

Identifying New Opportunities in Business

Hethel Innovation Case Study: Emma Zangs

Getting a good night's sleep is one of my favourite subjects, in fact at the Yes Group Norwich talk I did way back in January, I inadvertently turned it into a Stand-up Comedy act. But there is a very serious side that we just don't pay enough attention too. Lack of sleep in the short-term will lead to mood swings, lack of concentration, mistakes, lack of energy, headaches, general fuzziness and poor decision making, to name a few. In the long-term, it's a big risk factor in many major diseases, from Type 2 Diabetes to heart conditions, to many cancers. Basically, we need to give our body and brain a chance to rejuvenate and recharge. Generally, we all (adults) need around 7-9 hours. I challenge anyone who says they need less. You might get less and think you are OK, but you are not, trust me.But enough of the science lesson. What I want to talk about today is the inevitable disruption we all had in our sleep during the early part of the pandemic. With increased stress, anxiety and uncertainty and a big change in most people's routines, it's no surprise we all suffered.&nbsp;<a href="https://www.thesun.co.uk/news/12407566/coronavirus-affect-sleep-patterns-stress-anxiety/" rel="noopener noreferrer" target="_blank" style="color: rgb(0, 176, 240); background-color: rgb(255, 255, 255);">Even The Sun is reporting on How American's lost sleep</a>.&nbsp;How has your sleep been lately?But personally, I noticed how well I've been sleeping lately. I wondered how you were feeling? Are you getting a better night's sleep than you did? I've asked a few clients and colleagues and generally to consensus is the same. It's like our body and minds are playing catch-up. We need it, and when we do, mother nature has the amazing ability to make things happen.&nbsp;If you are still struggling to get a good nights sleep, then all is not lost. Try these simple sleep routine and good habits to try to get back on track from Matthew Walker, first published at&nbsp;<a href="https://fastlifehacks.com/matthew-walker-12-tips-for-good-sleep/" rel="noopener noreferrer" target="_blank" style="color: rgb(0, 176, 240); background-color: rgb(255, 255, 255);">fastlifehacks.com</a>&nbsp;(He's a pretty big deal in the sleep world).1. Stick to a sleep scheduleWe should aim to go to bed and wake up at the same time each day. People generally have a hard time adjusting to changes in sleep patterns. Unfortunately sleeping late on weekends doesn’t make up for poor sleep during the week. If necessary, set an alarm for bedtime. Matthew emphasizes this is the #1 priority from the list; stick to a regular sleep schedule.2. Don’t exercise too late in the dayExercise is great, and we should try to exercise at least 30 minutes on most days. But try to time it no later than 2-3 hours before bed.3. Avoid caffeine &amp; nicotineColas, coffee, teas (that aren’t herbal) and chocolate contain caffeine, which is a stimulant. Even consuming these in the afternoon can have an effect on your sleep. Nicotine is also a mild stimulant, and smokers will often wake up earlier than they would otherwise, due to nicotine withdrawal.4. Avoid alcoholic drinks before bedThe presence of alcohol in the body can reduce your REM sleep, keeping you in the lighter stages of sleep.5. Avoid large meals and beverages late at nightA lights snack before bed is okay, but a heavy meal can cause digestive issues, which interferes with sleep. Drinking too many fluids can cause frequent awakenings to urinate.6. Avoid medicines that delay or disrupt your sleep (where possible)Some commonly prescribed heart, blood pressure or asthma medications, as well as some over the counter and herbal medicines for coughs colds or allergies,&nbsp;can disrupt sleep patterns. If you have trouble sleeping, it may be worth speaking to your doctor or pharmacist to see if any of the drugs you’re taking may be contributing to this. It may be possible to take them earlier in the day.7. Don’t nap after 3 pmNaps are great, but taking them too late in the day can make it hard to fall asleep at night.8. Make sure to leave time to relax before bedIt’s important to have time before bed to unwind. Try to schedule your days so that there is time to relax before bed.9. Take a hot bath before bedThe drop in body temperature after a bath may help you to feel sleepy, and the bath can help you to slow down and relax before bed.10. Have a dark, cool (in temperature), gadget-free bedroomWe sleep better at night if the temperature in the room is kept on the cool side. Gadgets such as mobile phones and computers can be a distraction. Additionally, the light they emit, especially the blue light, suppresses the secretion of melatonin. Melatonin being a hormone that regulates sleep/wake cycles – with it increasing in the evening to induce sleep. There are things we can do to reduce the blue light at night:A comfortable mattress and pillow can set you up for a good sleep. Those with insomnia will often watch the clock, turn it away from view so you don’t have to worry about the time while trying to sleep. Use these tips to optimize your sleeping space.11. Get the right sunlight exposureSun exposure during the day helps us to regulate sleeping patterns. Try to get outside in the natural sunlight for at least 30 minutes per day.12. Don’t stay in bed if you (really) can’t sleepIf you find yourself still in bed for more than 20 minutes, or you’re starting to get anxious in bed, get up and do something else until you feel sleepy. Anxiety whilst trying to sleep can make it harder to fall asleep<a href="https://fastlifehacks.com/matthew-walker-12-tips-for-good-sleep/" rel="noopener noreferrer" target="_blank" style="color: rgb(0, 176, 240); background-color: rgb(255, 255, 255);">Read the full article here</a>.So if you are sleeping better, please let us know, if not, maybe some of these tips from Matthew will help.Ian HaconChief Energy OfficerWe think you may also find this interesting:<a href="https://norfolkknowledgehub.supapass.xyz/audio/5100/22692" rel="noopener noreferrer" target="_blank"> Increase your energy levels - Part 1 </a>

Energise Me

I'm now sleeping better than at the beginning of lockdown, are you? 

I have just re-visited an article by&nbsp;<a href="https://www.simplypsychology.org/milgram.html" rel="noopener noreferrer" target="_blank" style="color: rgb(122, 0, 0);">Saul McLeod</a>&nbsp;on Stanley Milgram’s experiment studying authority on obedience. This sprung out of some other work I had been doing on leadership and management, and a particular passage in Simon Sineks latest book&nbsp;<a href="https://www.amazon.co.uk/Leaders-Eat-Last-Together-Others/dp/0670923176/ref=sr_1_1?ie=UTF8&amp;qid=1499853026&amp;sr=8-1&amp;keywords=leaders+eat+last" rel="noopener noreferrer" target="_blank" style="color: rgb(122, 0, 0);">‘leaders eat last’</a>.<img src="https://images.squarespace-cdn.com/content/v1/575ae0982b8dde9e4e9d4bd3/1500031483862-IKJZG7FO5LVJOG55DLYH/ke17ZwdGBToddI8pDm48kLnfZvQ9iwxKU6eubAUQjId7gQa3H78H3Y0txjaiv_0fDoOvxcdMmMKkDsyUqMSsMWxHk725yiiHCCLfrh8O1z5QPOohDIaIeljMHgDF5CVlOqpeNLcJ80NK65_fV7S1Uf479GMBNBfhHsrrjiU7oVFJ8_wlwITqu6jJqO9L0NwOoT__5iE7svB1u_pQDzoSaA/o-ELECTRICITY-SHOCK-facebook.jpg?format=500w" alt="o-ELECTRICITY-SHOCK-facebook.jpg">65% of participants gave a possibly lethal electric shock to the recipientPart of the findings of this incredibly controversial experiment was that&nbsp;65%&nbsp;of participants, when instructed by an authority figure, gave a possibly lethal electric shock to the recipient, and&nbsp;all&nbsp;gave a substantial electric charge to the innocent person at the other end!&nbsp;But for me, the most horrifying part of the findings was that not one volunteer pressing the voltage button asked about the well-being of the shock recipient, even with the belief that they may just have killed another human being. In fact, their first thought was passing off the blame to the authority figure, to save themselves from any retribution.Sinek linked this experiment to company culture, and how weak cultures allow the business figures to outway the importance of the people. As companies grow, they can become physically divorced from the human aspect of the business. Figures on sheets become the driving force, this then transfers to those who supply those figures, forcing them into decisions which may harm colleagues, customers, the business and themselves.I have witnessed this myself, not so long ago in another company I was told to “stop worrying about the big picture, those who get paid more worry about that”. This was all because I questioned the wisdom of what we, as a company were doing. The figures ruled the roost, every day they were updated, you were judged not on the quality of what you delivered, and the human cost of that delivery, but by the numbers you produced, however you produced them! My context of the situation was this was turning employees inward, protecting themselves, forcing them to make decisions not based on the best interest of the client, or the company, but on behalf of protecting themselves.The weak culture had allowed creativity to be stifled, departments to become siloed, blame to become more important than solutions, and ultimately decisions made blamed on those above them to protect themselves, sound familiar? Now I am not saying that figures should be ignored, far from it, however, it is only an overview of the situation. Doesn’t it make more sense for the figures to be led by the people rather than the other way around?The business environment we live in is so fast moving, so uncertain that we cannot hope to cope with it alone. We often here the terms enterprising and entrepreneurial, and we will all have our own thoughts on what theses mean. For me enterprise is about making the most of the resources available to you, to create something different or new. Entrepreneurs are those with the vision to identify those resources, no matter where they may come from and then connect them together for those new or differentiated items.<img src="https://images.squarespace-cdn.com/content/v1/575ae0982b8dde9e4e9d4bd3/1500031829695-E3CGGF5MJQBG7XYAI4A3/ke17ZwdGBToddI8pDm48kNBhxsR5AixTPaSt36FQjZRZw-zPPgdn4jUwVcJE1ZvWQUxwkmyExglNqGp0IvTJZamWLI2zvYWH8K3-s_4yszcp2ryTI0HqTOaaUohrI8PIHEpb-MmdDNvFVgjmeoENIlexef176In2EgYPtI8R2-8KMshLAGzx4R3EDFOm1kBS/image-asset.jpeg?format=1000w">This means collaboration, trust, the vision of a bigger picture, and in the case of enterprise within companies, or intrapreneurship, the freedom and safety to explore possibilities without the fear of being cut off at the knees for mistakes. As Sinek explores further, the story behind 3M’s post it note is a classic example of a strong culture allowing one persons ‘not quite right’ not to be hidden through fear of retribution, but to be picked up by somebody else and explored further as a collaboration between those who created something as simple, but spectacular as the post it note. And for those who are unaware, the post it note came from a failed glue product, and another employees search for a book mark which didn’t fall out of his church bible, that is the beauty of allowing something out into the world without fear, you never know where inspiration strikes.So, as an organisation which would you prefer, a mercenary workforce prepared to throw their colleagues and clients to the wolves for profit Or human beings who are empowered to create the next post it note and drive the numbers?Over to you!&nbsp;&nbsp;&nbsp;You can find this article and more from Harry Harris <a href="https://www.swarmapprentice.org.uk/buzzblog/2017/7/14/company-culture-can-be-shocking" rel="noopener noreferrer" target="_blank">here </a><a href="https://www.swarmapprentice.org.uk/" rel="noopener noreferrer" target="_blank">Swarm</a> Business Manager,Trainer and MentorWe think you may also find this interesting:<a href="https://norfolkknowledgehub.supapass.xyz/video/24504" rel="noopener noreferrer" target="_blank"> Leveraging Diversity </a>

Swarm 

Company culture can be shocking!

A linguistic misunderstanding created much amusement over the weekend – and a memory to treasure too. My daughter had asked my husband:&nbsp;‘What do you want for your birthday?’ ‘A lie-in,’&nbsp;he’d replied, with the weariness of one who hasn’t slept properly in five years. Later, I asked her:&nbsp;‘What do you want to get Dad for his birthday?’ ‘A LION,’ she replied, confidently.When I’d finally stopped laughing, having watched him open his cuddly new lion with an air of bemusement, one thought struck me and stayed with me. Her complete lack of judgement. My daughter didn’t question or challenge her dad in his request, she didn’t ask him if he was sure, she didn’t wonder if she’d misheard. She simply accepted that this was his choice and it was not for her to project her own prejudices or beliefs onto his decision-making.I don’t know when we become more judgemental, when we become weighed down by expectations that can limit our openness. But what I do know is that non-judgement enriches the experiences we have, frees us up to find new solutions, and empowers us to follow our goals and ambitions.Non-judgement is an important factor in engaging people. After all, the very act of asking people what they think and feel shows that we are not relying on our own perceptions and understanding – we are opening the question up to gain that insight, trusting in the experiences and knowledge of others. When we are engaging people, how we ask questions is important too: the more open we can be, the less we shape the direction of travel of the feedback we get. And, then to paraphrase George Michael, listening to others – our staff, customers, partners, stakeholders – without prejudice. This can be trickier, but when we free ourselves of expectations, and disassociate personally from what we are being told, we can learn so much.And this can lead to real innovation and creativity. When we ask, listen, and learn without judgement, we can do great things. We can shape new ways of doing and working – things that we might not previously have envisaged.But perhaps where we use judgement most is with ourselves. How often do we think&nbsp;‘I’d like to….’&nbsp;but before we get any further throw a great big&nbsp;‘I can’t’&nbsp;in our way? How frequently do we stop ourselves taking a step forward towards our goals, our ambitions – our dreams – because of our own thinking errors, hurdles at which we stumble?&nbsp;How many times have we been offered an opportunity but said&nbsp;‘no’&nbsp;because we judge ourselves with limiting perceptions?And it’s not just the judgement we use with ourselves. It’s the perception of how we&nbsp;might&nbsp;be judged:&nbsp;‘what will people think?’&nbsp;The fact is people aren’t probably thinking what we imagine them to be, and besides, what does it matter anyway? And yet, we let their perceived judgement stop us from taking a step forward.Through non-judgement, we can hear more, see more, learn more, and enjoy richer, different experiences – and perhaps we can achieve the dreams we aspire to too.And maybe, because of non-judgement, we can end up with a birthday present that we never knew we wanted, but which could not have been any more perfect.This article was shared with permission from <a href="https://engaging-people.co.uk/" rel="noopener noreferrer" target="_blank">The Engaging People Company</a><h3>Can we help? We’d love to hear from you. Please do get in touch:</h3>Phone:&nbsp;07834 578872Email:&nbsp;<a href="mailto:michelle@engaging-people.co.uk" rel="noopener noreferrer" target="_blank" style="color: rgb(46, 163, 242);">michelle@engaging-people.co.uk</a>Twitter:&nbsp;<a href="http://twitter.com/engagepeopleco" rel="noopener noreferrer" target="_blank" style="color: rgb(46, 163, 242);">@engagepeopleco</a>We think you may also find this interesting <a href="https://norfolkknowledgehub.supapass.xyz/video/24682" rel="noopener noreferrer" target="_blank">How 2020 will help HR get a seat at the table </a>

The Engaging People Company

Freeing Choice Through Non-Judgement

It’s been widely reported and commented on that during lockdown and working from home many people have had their productivity affected. Whilst we can technically get more done as we don’t have constant work interruptions and a zero commute, it’s not been that easy for many.&nbsp;As we now move into a period for the medium to long-term term where more of us have the freedom to work from home more, which many of you will want to take advantage of and many employers will encourage, let’s look at how we can make sure we stay energised and productive. Over the next few weeks, I’ll unpack all the key aspects of how to optimise your energy whilst working more flexibly.&nbsp;&nbsp;Today, let’s look at the issues. What are the pros and cons of working more flexibility?ProsGreater flexibilityNo CommuteBetter for the environmentPotential for better work / life balanceReduced childcare costsSaving money on commuteAbility to create more killer routines that work for youAbility to live further away from workOpportunity to use extra time to exercise, hobbies etc.You can prepare a proper lunchPotential to be happierConsLack of direction&nbsp;Lack of informal contact with colleagues leading to less creativityHard to stay motivatedRisk of losing work life balance&nbsp;&nbsp;Children / distractionsCan get monotonous&nbsp;Loss of home space to workLess commuting can mean less exerciseLack of StructureRisk of making more bad food choicesZoom Fatigue (It’s now a thing)More flexibility about workstation (for instance working in the garden on a sunny day)Poor desk setup can cause musculoskeletal issuesPotential to sleep longer as no commuteLack of clear on / off periods can lead to poor sleep (permanently switched on)Less contact with colleagues could lead to less conflict&nbsp;Harder to resolve conflicts&nbsp;More likely to work in “Silos”Isolation / LonelinessLoss of commute leading to loss of unwind timeNo one to spot when you are having a bad day and offer you tea and sympathy&nbsp;Harder to get clear instructions from your manager on work required and to see you've done a good job wonder if when you started reading this post, you hadn’t thought of many of the above?As I said above, over the coming weeks, I’ll talk about how to overcome the above cons so you can be the top performer, whilst still reaping the benefits.Before I go though, I just want to talk about hydration. It’s so easy when we are in a different routine to let your hydration go. The impact of physical and mental impairment is significant. You’ll feel tired, you’ll make mistakes, you’ll get grumpy, you’ll forget things.So think about your hydration strategy. You should be getting a minimum of 6-8 cups of water a day.&nbsp;If you’re not already, how could you incorporate staying hydrated into your flexible working routine? I would suggest at the very minimum, an investment in some water bottles, so you can have water with you whether it’s a home day, a work day or a travel day.&nbsp;If you focus on implementing this one habit this week, by the time you read my next blog, you’ll be more resourceful and ready to act on next week’s blog when we cover off some the above cons around lack of structure to your day.Ian HaconPS, do let us know if you think we’ve missed any of the pros and cons.&nbsp;&nbsp;<a href="https://www.energise.me/" rel="noopener noreferrer" target="_blank" style="color: rgb(0, 0, 0); background-color: transparent;">Energise Me </a>

Staying Energised and Productive Whilst Working Flexibly

This year has brought many challenges. Including a new one I hadn’t envisaged.The technology terrors.Back in the very early spring, setting up meetings could bring with it previously unentertained anxieties. No sooner would I pop a virtual appointment in my calendar than my mind, like the DeLorean in the Back to the Future movies, would race forward to a few days hence. What if my Wi-Fi drops out? What if my laptop freezes? What if my microphone stops working? What if ditto my camera? What if I can’t get the grips with the settings? What if-And when not thundering into some future parallel universe, my mind would cast back to times gone by, experiences when the technology&nbsp;had&nbsp;failed. And these unwelcome memories brought very literal reminders of the feelings of worry that they had provoked at the time.Like a rocking horse, I oscillated unhappily between the ‘what ifs’ of an unknown and increasingly concerning future scenario and past reminisces of previous technological mishaps.&nbsp;And with each new thought, I could feel my anxiety increase until my worry had formed itself into a low, unhappy hum, prodding me annoyingly.STOP.What&nbsp;can&nbsp;I do?I can set up my laptop closer to the Wi-FiI can go do a ‘test run.’I can spend half an hour familiarising myself with the settings.And that was it.&nbsp;Anything else that might crop up was out of my control. So if my laptop suddenly froze, or the internet dropped out, or if a power cut rudely and abruptly shut everything down, I would deal with it in the moment.Such a simple, every day and minor challenge. But an example of how by realising we always have a choice, that there is always something we can do – as well as stuff about which we can do nothing – we can mitigate and manage worry and stress: and unnecessary worry and stress at that.In any situation we have power. The key is realising where our power lies.What can I control? What can I influence? That’s what we focus on. There is always, always something that we can do – even when we feel like something is happening&nbsp;to&nbsp;us rather than&nbsp;with&nbsp;us.And what can I do nothing about? This is the stuff that we have to let go. Especially as these are the things on which we exert so much of our mental energy, ultimately bringing worries and stress and anxieties. It’s so often the ‘what if’ aspect of our lives, such as in my case. I had no way of knowing what would happen, I’m not a psychic, so getting lost on that turbulent train of thought was futile. And ultimately, unpleasant.Because as well as realising where our power lies, focusing on what we can control and influence, is freeing. If I cannot do anything about it, then why I am giving it such head space?The pandemic which we find ourselves in is a prime example where we can find and focus on the things within our control and influence. What can I control? Washing my hands. Wearing a mask. Keeping my distance.&nbsp;What can I influence? Others behaviours’ through my own.But I am not an epidemiologist (there’s a word I couldn’t say never mind spell a year ago). I’m not a scientist. I’m not a politician. The pandemic offers many tempting opportunities for ‘what if…’ thinking but is this helpful? Or is it just creating further anxieties in an already challenging time?Of course, that’s all very well said and done: it’s a pandemic after all. But it can be an invaluable tool. And, when we find ourselves on that slippery ‘what if’ path, we can remind ourselves that the only moment we need to focus on is this one. Right now.*Oh, and those technology terrors are long since banished. I’m happy to report that I’m more than au fait with a good Zoom quiz these days.This article was shared with permission from <a href="https://engaging-people.co.uk/" rel="noopener noreferrer" target="_blank">The Engaging People Company</a><h3>Can we help? We’d love to hear from you. Please do get in touch:</h3>Phone:&nbsp;07834 578872Email:&nbsp;<a href="mailto:michelle@engaging-people.co.uk" rel="noopener noreferrer" target="_blank" style="color: rgb(46, 163, 242);">michelle@engaging-people.co.uk</a>Twitter:&nbsp;<a href="http://twitter.com/engagepeopleco" rel="noopener noreferrer" target="_blank" style="color: rgb(46, 163, 242);">@engagepeopleco</a>We think you may also find this interesting:<a href="https://norfolkknowledgehub.supapass.xyz/video/24502" rel="noopener noreferrer" target="_blank"> Time Marker</a>

‘What Can I Do?’: Empowering Ourselves

The now not-so-novel Coronavirus. We'd all hoped it would be over by Christmas – but it seems that's not to be. By any standards, 2020 has been and continues to be, one hell of a year, both for individuals and organisations.But comparisons with previous cataclysmic events are a misleading distraction. We are where we are, and this, for the foreseeable, is the new reality. If we are, to borrow a phrase, “all in this together”, then we need to help and support each other; and, collectively, roll our sleeves up and get on with it.<h2>Changing with the times</h2>If you feel you're still floundering, bewildered by developments you can't control and what those events might mean for your business, take heart: so are many of your competitors! But there is a window of opportunity here – and it won't stay open for long. You may need to change how you operate; possibly, even, what you do, what your business is; and certainly, your marketing strategy.Companies that survive and thrive in these trying times will be those that have been fastest on their feet: quickest to adapt to the new paradigm. These companies will have reviewed their products, systems and processes and may have applied a start/stop/continue “slide-rule” to their activities: what do they want to start doing; what do they need to stop; and what do they continue with?<h2>Three little words...</h2>Three words that I'm hearing time and again at the moment are “purpose”, “pivoting” and “empathy”.The first is sort-of self-explanatory – but a little elucidation never goes amiss, so to get existential: purpose is about as fundamental as it gets. Why does such-and-such a business exist? What problems, or pain points, is it here to address for its customers? Businesses that know their purpose really “get it”; and use that knowledge, that self-awareness, to create deeper connections with their clients. According to <a href="https://www2.deloitte.com/us/en/insights/topics/marketing-and-sales-operations/global-marketing-trends/2020/purpose-driven-companies.html" rel="noopener noreferrer" target="_blank">a recent report from Deloitte</a>, purpose-driven companies enjoy higher market-share gains and grow on average three times faster than their competitors.The second I understand to mean changing the nature of what you offer (in some cases, radically) to fit the current climate. Thus, to use an obvious example, high-end restaurants becoming takeaways – food provision might be a common denominator, but the two industries are historically very different!However, the third is integral to successfully market your business – whatever it is or is becoming.<h2>It's the thought that counts</h2>What is certain in these challenging times is that the days of marketing-as-blunt-instrument are gone. If that marketing style was already in its death throes pre-Coronavirus, then Covid has killed it stone dead; and no-one laments its passing.What's replaced it is a need to be much more precise. Much more targeted. Much more, in a word, thoughtful. Don't cut your marketing spend – but consider where and how you're spending it to get the biggest bang for your marketing buck. And it's not just about making your money go further: make time – invest time if you prefer – to look into new channels to promote your business. Facebook, LinkedIn, Instagram et al., plus other as-yet-undreamt-of social media, are free or low-cost and are there to be used. Think about how you can best make them work for your business – not just in the here-and-now, but in the long term.And empathy is critical. The ability to make the human connection with your clients and prospects, understand where they are now, and where they want to be post-pandemic, is vital to your success in marketing to them. And that means thinking – hard – and asking questions.<h2>Talking – and listening</h2>In the case of existing customers, you might enjoy a business relationship going back years. Maybe you socialise together. But how well do you really know them? How has this seismic shake-up affected them – personally, as well as professionally? Where have they moved – or are they moving – from and to, business-wise? What are their hopes and dreams for the future – and their fears?And the same goes for prospective customers. Arguably this is a little trickier – though one of the (few) positives from the pandemic is a new openness, a willingness to reach out: to talk subjectively about Covid and its effects. To compare notes – or, as one of my associates puts it, to “swap war stories”.But the key thing is to keep asking, keep having the conversations, and dial-up the dialogue; only then will you be able to mould your marketing plans to fit your clients' new shape. Which will shift – or mutate, just as the virus does. Ask your customers and prospects: what are they getting stuck with? Do you have a solution that can help them? If these conversations result in new target markets for you, then that can only be a good thing!<h2>Finding a new way forward</h2>No-one has all the answers – not when the questions keep changing. But we all need to be kinder to one another, personally and professionally. To acknowledge that these are challenging times and that we're coping with some elements while struggling with others.Life at the moment is riddled with uncertainty. But what is an absolute no-brainer is that “selling-to” is dead in the water. “Working-with” is where the future lies.<h2>Ten points to pandemic marketing</h2>1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Know what business you are in. Not what you were doing pre-Covid – but NOW2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Understand the implications of any changes you're making – operational or fundamental3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Don't cut your marketing spend!4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Think about other ways to spread your message5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Talk – and keep talking – to your clients. And LISTEN6.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Be flexible – adapt as trading conditions change7.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Get to know where your customers are – and where they want to be8.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Be open: your clients will be too9.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Don't assume you have all the answers. Be prepared to learn10.&nbsp;Be kind!We think you may also find this interesting: <a href="https://www.norfolkknowledgehub.co.uk/video/23718" rel="noopener noreferrer" target="_blank">Become Better at sales in 5 easy phases</a>

Andrea Hardiman, All about the message

MARKETING IN COVID – WHY EMPATHY IS ESSENTIAL 

In these strange and difficult times, team building and team development can seem low down a managers list.The reality is actually quite different - now more than ever teams need to feel together.Being apart does not mean you cannot be together, and with working practices changing in so many ways it is really important for leaders and managers to work creatively and sensitively to support their teams.Remote work can be lonely, disengaged and unproductive; or the complete opposite.So when people can’t be together what is the alternative?<a href="https://www.huxleyevents.com/virtual-team-building-activities" rel="noopener noreferrer" target="_blank">Virtual Team Building Activities</a>The Benefits of Virtual Team BuildingThe benefits of&nbsp;<a href="https://www.huxleyevents.com/virtual-team-building-activities" rel="noopener noreferrer" target="_blank">virtual team building</a>&nbsp;include:<ul><li>Improved team collaboration.</li><li>Better internal communication.</li><li>Increased job satisfaction.</li><li>Measurable increase in retention.</li><li>Happy remote workers.</li><li>Productive remote teams.</li><li>Build team culture.</li><li>Improve your company's reputation.</li><li>Give your people something to tell their significant others about</li><li>Improved relationships between managers and direct reports &amp; more</li></ul>Team Building Tip:Every manager cares about the bonds between team members. They should constantly keep everyone involved in the team processes, motivating individuals to be more than just co workers.Experienced team leaders know how it is important to support each other in a positive, playful manner. And they know that informal team building activities are an appropriate way to improve team spirit and make employees more solid. No matter you work in a software company, e-commerce store or involved in mass media, – team building will enhance your team and business.The connections within distributed teams are not so easy to establish and maintain. You can encourage them to connect via email. However, to bring them closer, you should think about fun activities.What is Virtual Team Building?<a href="https://www.huxleyevents.com/virtual-team-building-activities" rel="noopener noreferrer" target="_blank">Virtual team building</a>&nbsp;is the practice that includes organising online games and activities that give remote employees an opportunity to socialise and communicate with co-workers who rarely meet in person, or who they used to see but with changing working practices it is a lot less frequent.People who work remotely do not have the same opportunities as employees in offices have, they can not interact outside of the scope of work. And now we are going to describe one of the most evident problems of distributed teams.Any remote worker is typically focused on their own tasks and responsibilities. They are often very individually driven.Distributed employees rarely get the chance to fully interact with their co workers as if they would in a “regular” office. The lack of organic relationships may lead to remote meetings feeling routine, dry and transactional as they just stick to the agenda. Nobody will know what else to talk about other than work since they never get to chat in the morning.Unfortunately, very often virtual teams make companies lose successful communication that is so crucial to employee satisfaction and retention. People lose that opportunity to casually bump into each other near the coffee machine and talk about things unrelated to work such as their hobbies, current sports events, home life, or even politics.You may say that these interactions and small talks mean nothing but they actually impact team performance and motivation a great deal.Our favourite&nbsp;<a href="https://www.huxleyevents.com/virtual-team-building-activities" rel="noopener noreferrer" target="_blank">virtual team building activities</a>&nbsp;include;&nbsp;VIRTUALLY KILLED CRIME SCENE TEAM BUILDING ACTIVITY<ul><li>HEALTHY HEART &amp; WORLD COOKERY TEAM BUILDING ACTIVITY</li><li>THE GOLD RUSH USA ADVENTURE VIRTUAL TEAM BUILDING ACTIVITY</li><li>ESCAPE THE ROOM VIRTUAL TEAM BUILDING ACTIVITY</li></ul>When team members feel closer, their morale improves, productivity rises and happiness goes up.<a href="https://www.huxleyevents.com/" rel="noopener noreferrer" target="_blank">Huxley Events</a>We think you may also find this interesting: <a href="https://www.norfolkknowledgehub.co.uk/video/23714" rel="noopener noreferrer" target="_blank">10 Essential Leadership Skills for Changing Times</a>

Teams need to feel together more than ever

The Benefits of Virtual Team Building

Listening to music can be a different experience for everyone, but we can all agree that music has its own power, whether it makes you feel nostalgic, helps you focus or boosts your mood. It is something that enables people to connect with others as well as having a positive effect on your mind, body and soul. However, working in the music industry as an artist could also be damaging to a person’s mental health if they do not seek the support that they need.&nbsp;POSITIVE EFFECTS ON YOUR HEALTHListening to music releases dopamine which is responsible for the feeling of pleasure. When experiencing tension and then resolution in music, for example a drop in a dance track, it is universally satisfying because different brain circuits are involved in both the anticipatory and achievement process. Dopamine also helps with motivation and studies have shown that listening to music whilst working can increase efficiency. However, this depends on whether you had a choice in the music that you are listening to because if the music is out of your control it can cause stress and the positive effects will not occur because dopamine is released only when music is pleasurable in relation to your mood or personal taste.Music is also known to increase helpful antibodies such as Immunoglobulin A which aids cells to attack bacteria or germs which are invading the body, meaning that listening to music can increase a person’s immune system. Additionally, it has been proven that listening to music strengthens your heart and lowers blood pressure depending on the type of music that you are listening to. Pop, Rap, Country and Reggae have the same effect on the body as they all get the blood pumping which makes you less calm and happier. Metal is believed to help cope with feelings of depression and stress. Classical music releases stress hormones and causes a dopamine rush.MUSIC AND MENTAL HEALTH<a href="https://www.bamt.org/" rel="noopener noreferrer" target="_blank">Music therapy</a>&nbsp;has been proven by Levy (2017) to ‘reduce anxiety and physical effects of stress, improve healing, helps to manage Parkinson’s and Alzheimer’s, reduces depression and other symptoms in the elderly, decreased symptoms of psychological disorders including schizophrenia and finally it improves self-expression and communication.’ Music therapy is thought to help manage mental health problems in the ways listed above as well as help minimise the trauma and disruption associated with hospitalisation.However, 73% of artists in the music industry suffer with mental illnesses according to&nbsp;<a href="https://www.the73percent.com/" rel="noopener noreferrer" target="_blank">Record Union</a>. Although listening to music can relieve issues relating to stress, anxiety and depression, it has been said that working in the music industry as an artist can actually increase these negative emotions in relation to their creation of music. This can be caused by fear of failure, financial issues and also being lonely.&nbsp;<a href="https://www.helpmusicians.org.uk/news/latest-news/help-musicians-uk-launches-247-mental-health-support-line-an" rel="noopener noreferrer" target="_blank">Help Musicians UK</a>&nbsp;have launched a 24/7 mental health support service for anyone in the music industry that may need some support or advice. Companies like these are here to support musicians at any time and are working on ways to prevent mental illnesses from becoming so common amongst young independent musicians.MUSIC AND DEMENTIAThe national&nbsp;<a href="https://www.musicfordementia2020.com/" rel="noopener noreferrer" target="_blank">Music For Dementia 2020</a>&nbsp;campaign has recently been announced which will help to encourage patients to find the right services. Its aim is to make music available to everyone who is living with dementia. Music helps to unlock memories and improve the quality of life for a patient. It allows them to communicate beyond words and bond with others which is something music can do for anyone. As previously mentioned, music can make anyone feel nostalgic and dementia patients respond best to songs that they grew up listening to as it can trigger emotions and personal memories which can help ease the behavioural and psychological symptoms of dementia. We think you may also find this interesting: <a href="https://www.norfolkknowledgehub.co.uk/video/24114" rel="noopener noreferrer" target="_blank">Start 2021 with Calm, Focus, Creativity and a Smile!</a>

The healing power of music

Music and Health - Benefits, Mental Health and Dementia

An organisation’s company values can play a significant role in creating a workplace culture which enables employees to bring their best selves to work and therefore be more engaged, motivated and productive.Using her own experience as a co-founder of Pure, a values-led organisation, Chief Operating Officer Gill Buchanan has shared some of her top tips on embedding values into a business and the reasons why this makes a positive difference.Gill said: “In our day-to-day work as professional recruitment specialists for the eastern region, we are increasingly seeing just how much importance candidates place on finding an organisation which genuinely cares and which has a set of values they can really relate to. Companies with clearly communicated values are often the most successful when it comes to competing for top talent and having high levels of employee engagement.Supporting vision and purposeA company’s vision and purpose can be used as the inspiration and guidance to set company values. This will help to ensure that they are authentic and can successfully form the basis for the organisation’s culture. For example, when we established Pure, our vision was to create a company which was different to others within the recruitment industry. We wanted our business to focus on developing long-term client and candidate relationships rather than being driven by numbers and KPIs. Having a clear idea of what we wanted to achieve helped us to choose our values. We wanted them to represent everything we believed was important about the way we wanted to work and achieve success. Our six values are: Pure Quality, Pure Teamwork, Pure Supports, Pure Delivers, Pure Rewards and Pure Innovates.Bringing people togetherEmployees who feel a sense of belonging are far more likely to be engaged and motivated to go the extra mile for themselves, their colleagues and the business as a whole. Shared values can bring people together whatever their background, interest, age or level of expertise. They enable businesses to celebrate and encourage diversity while still uniting people in day to day behaviours, standards and attitudes. We recognise that our business is a people business. We want to bring our people together and look after them as they are our ambassadors and the ones engaging with our candidates and clients. Our values have helped us to create a culture where great work is rewarded, teamwork is celebrated and everyone is supported to deliver high quality.Company culture foundationsPeople spend a lot of time at work, so it is understandable that they will want to be in an environment which is a positive place to be. An organisation’s values can help to achieve this as they set the foundations for a company’s culture and the attitudes and behaviours to develop and maintain it. For example, we have a people-first culture and our Pure Supports company value helps us to achieve this. As well as supporting each other, and our candidates and clients, we want our employees to have the support they need to do their job well. It helps us to shape everything from the equipment and training we provide to the initiatives we put in place to support the mental and physical wellbeing of our team.Embedding values into day to day businessFor company values to make a real difference they need to be brought to life and embedded in day-to-day working practices. This means more than just displaying them as part of the office branding, although that is still a very positive thing to do! They also need to become foundational to the business and genuinely underpin everything. Values can be embedded by making them a part of every aspect of your business from recruitment and onboarding through to referencing them in staff reviews, reward and recognition schemes and L&amp;D plans. They also need to be reinforced and authentically displayed by the leadership team to ensure they flow from the top down.As part of the leadership team at Pure, our values have given us the basis of establishing a consistency of how we want to do things. Because we all really believe in the values, we can live them while still being our true selves, we don’t have to robotically try and demonstrate them. They have also become a key part of the language we use when talking about our business, from updating our teams internally through to our external communications.We believe that being able to share our values with our clients and candidates helps to give them a real understanding of what it is like to work with us. The same goes for potential new recruits. Our values help us to explain more about how we have created a culture which differentiates us from other recruitment firms. To help share this with prospective employees, and new recruits, we have put together a Pure book to explain more about our company in a fun, easy and tangible way. After a few months of being part of our team, we also ask new employees to deliver a presentation which includes sharing examples of when they have seen our values being demonstrated day to day. This really helps people to understand why they are so important to us and how they benefit everybody.” We think you may also find this interesting: <a href="https://www.norfolkknowledgehub.co.uk/audio/5100/23711" rel="noopener noreferrer" target="_blank">Tackling Diversity in The Workplace; Interview with Sue Liburd MBE, adn Andy Nicol</a>

Self-Improvement in the workplace

How can company values help people be their best selves at work?

Even the savviest of businesses can face stumbling blocks along the way – here’s how to get over them.From being resistant to change to taking employees for granted, we look at some of the most common business habits you need to break.<h2>1. Not planning for growth</h2>According to Dr Lucy Gill-Simmen, lecturer in marketing at Royal Holloway, University of London: “The old cliché is true that if you’re failing to plan then you’re planning to fail. No small business can afford to do without creating a proper, clear business plan – then when the company is up and running, an equally clear marketing plan.” Have a strategic approach to growth – set targets that are achievable and realistic, have a time frame to reach those targets, and put in place three- and five-year plans (or whatever best suits your business). The details will vary from company to company – but the mistake many SMEs make is to have no clear plan at all.<h2>2. Not focusing on cash flow</h2>A key cause of start-up failure is the cash running out at a critical moment – research suggests it’s the second-biggest reason why a business fails, after lack of demand for the product. To stave off cash worries, develop a head for figures; cash-flow projections and forecasting should become second nature. If they’re not, don’t risk losing the business because of a cash crisis – have someone on the team who’s good with figures, or entrust your finances to a trusted external accountant right from the start.<h2>3. Not making the customer central to the business</h2>As a successful SME, it’s a mistake to think your core business is selling a product or service. What you’re actually doing is meeting a customer expectation. Focusing exclusively on the thing you sell means you can quickly lose customers. “Map the customer journey and ensure you have plans in place to support every step of that,” says Chris Daly, chief executive at the Chartered Institute of Marketing. “That journey starts much earlier than many people realise and extends far beyond pressing the ‘buy’ button or delivering the product.” One bad habit many SMEs routinely fall into is focusing on finding new customers rather than retaining existing ones. “It costs far more to get a new customer than it does to generate repeat business,” Daly says.<h2>4. Not delegating</h2>As a start-up, you may well be a one-person band to begin with, only taking on employees as you grow. But your success as an individual can lead to an unwillingness to let go and delegate effectively. “As an entrepreneur, you’re an independent person by nature,” says Francis Toye, CEO at Unilink Group, a leading UK secure software provider for the criminal justice market. “But this means you can be something of a control freak. For a business to grow, you have to enable others to do things.” And, Toye adds, you have to be genuine about this. “It’s not simply about giving other people tasks, it’s about explaining the issue, then giving people ownership of certain areas. It involves giving them real situations and the responsibility to resolve them – if you hang on to the responsibility, you’re not really delegating.”<h2>5. Doing what you’ve always done</h2>When companies mature, the temptation can be to stick to what you know best. But failing to innovate is another key reason for business failure. The photography pioneer Kodak brought itself to the verge of bankruptcy by refusing to move into digital photography, while more agile competitors saw the near-universal shift in consumer preference for digital over film. A culture of innovation can be hard to foster, but remember that not all innovation has to be the previously unheard-of ‘big idea’. Innovation can be small but beautiful – for instance, tweaks to an existing successful product or small add-ons in customer satisfaction.<blockquote>“As an entrepreneur, you’re an independent person by nature. But this means you can be something of a control freak. For a business to grow, you have to enable others to do things”</blockquote><blockquote>Francis Toye, CEO, Unilink Group</blockquote><h2>6. Competing on price</h2>You can always cut your prices – but it’s very hard to put them up. Once you’ve put a price in place, you fix a perceived value for your product or service that can be difficult to change in the minds of your customers. Instead, find ways of creating value that aren’t dependent on price. Think of something unique that you offer and emphasise that. Do you have a bespoke element to your product? If so, price accordingly. Or offer good service and after-sales service, or create an experience. Ultimately, believing that you have to be ultra-competitive and as cheap as Tesco or Amazon is a recipe for business failure.<h2>7. Not valuing your employees</h2>Another business cliché is that your employees are your best asset. Again, it’s only a cliché because it’s true. Make the most of your staff – an employee who’s willing to go on training courses, for example, is likely to become a successful, productive and profitable member of the team. If you stifle these ambitions for cost reasons, the good employee will go elsewhere. Bear this in mind when you’re recruiting. “Look for passion,” says Alessandra Sollberger, CEO and founder at health supplements company Evermore. “When recruiting, you’ll spot the people who will be good to take things on and spread magic dust in the business.”<h2>8. Not keeping up with regulations</h2>Red tape is the bane of any SME’s working life, but it’s worth keeping up to date with new regulations that affect you for two reasons. First, they can be an opportunity – for instance, the General Data Protection Regulation (GDPR) is, according to Chris Daly, “an opportunity to clean and clarify your data in such a way you can personalise the strength of the relationship between the customer and the business”. Second, the penalties and the potential damage to your brand from not being legislatively compliant can be severe. Take the recent example of gaming firm William Hill Group, currently facing a package of fines of at least £6.2m as a result of failing to meet its anti-money laundering and social responsibility regulations. It’s a risk you don’t want to take.Further Reading<ul><li><a href="https://norfolkknowledgehub.supapass.xyz/article/24660" rel="noopener noreferrer" target="_blank" style="background-color: rgb(255, 255, 255); color: rgb(90, 185, 204);">Five laws of disruptive business thinking</a></li><li><a href="https://www.norfolkknowledgehub.co.uk/article/24664" rel="noopener noreferrer" target="_blank" style="background-color: rgb(255, 255, 255); color: rgb(90, 185, 204);">How to create the right mood</a></li><li><a href="https://www.norfolkknowledgehub.co.uk/article/24661" rel="noopener noreferrer" target="_blank" style="background-color: rgb(255, 255, 255); color: rgb(90, 185, 204);">SME Tools: how to be productive</a></li></ul> Join the Business Builder Facebook Community&nbsp;<a href="https://www.facebook.com/groups/NatWestBusinessBuilder/" rel="noopener noreferrer" target="_blank" style="color: rgb(17, 1, 239);">here</a>‘Want to learn more? Register for NatWest Business Builder to view all of their business development tools. Click <a href="https://natwestbusinessbuilder.com/?ref=NorfolkChamber" rel="noopener noreferrer" target="_blank" style="background-color: rgb(255, 255, 255);">HERE</a>’&nbsp;

NatWest Business Builder: The Importance of Mindset

Eight business habits to break

In this module we’re going to explore some of the key characteristics and behaviours of fixed and growth mindsets to give you a deeper understanding of each mindset and their overall effect on a person’s ability to learn and develop. We’ll also give you a simple tool to help you recognise some of the positive and negative behaviours surrounding your mindset, and start to look at some of the factors that are stopping you from adopting a growth mindset when faced with certain situations.In this module you’ll explore:<ul><li>Key characteristics of fixed and growth mindsets</li><li>How to recognise different behaviours of each mindset</li><li>What’s stopping you from adopting a growth mindset</li></ul><a href="https://media.natwestbusinesshub.com/c309JCcpTBSucwyCAjjt?dl=true&amp;_ga=2.89815826.82318055.1600936414-450289358.1600338895" rel="noopener noreferrer" target="_blank">Start by downloading and saving the workbook</a>&nbsp;to your computer, to use throughout the module, capturing any key takeaways and completing the exercises at the end of each chapter.<h2>Characteristics of fixed and growth mindsets</h2>We know mindsets have a major influence on people’s ability to learn, and those with a growth mindset tend to learn, grow and achieve more than those with a fixed mindset. But why?In this chapter we’re going to look at the key beliefs and focus of each mindset to understand this further.<h2>Understanding your mindset</h2>In the next chapter we are going to introduce you to a simple coaching tool to help you recognise some of the key behaviours of adopting a fixed or a growth mindset at any one time, as well as hearing from some fellow entrepreneurs about their own experiences.<h2>What stops you from having a growth mindset?</h2>We now understand a little more about the characteristics and behaviours of each mindset, but what fundamentally stops us from having a growth mindset 100% of the time?In the final chapter we’re going to explore the science of this in more detail, reflecting on your own inner voice and some key ways to manage this.Further Reading<ul><li><a href="https://www.norfolkknowledgehub.co.uk/article/27361" rel="noopener noreferrer" target="_blank">SME Tools: maintaining focus</a></li><li><a href="https://www.norfolkknowledgehub.co.uk/article/27362" rel="noopener noreferrer" target="_blank">Management strategies: overcoming imposter syndrome</a></li><li><a href="https://www.norfolkknowledgehub.co.uk/article/27363" rel="noopener noreferrer" target="_blank">The five traits of success</a></li><li><a href="https://www.norfolkknowledgehub.co.uk/article/27364" rel="noopener noreferrer" target="_blank">Seven tips to beat imposter syndrome</a></li></ul> We have a thriving and diverse community of thousands of entrepreneurs from multiple sectors, backgrounds and skill sets helping you to connect with the right people at the right time. No matter whether you’re looking to upskill, get feedback, engage with new people or simply observe, there’s something for everyone.‘Want to learn more? Register for NatWest Business Builder to view all of their business development tools. Click <a href="https://natwestbusinessbuilder.com/?ref=NorfolkChamber" rel="noopener noreferrer" target="_blank">HERE</a>'

NatWest Business Builder: Understanding your mindset

Introduction to Understanding your mindset

Impostor syndrome&nbsp;(also known as&nbsp;impostor&nbsp;phenomenon, impostorism, fraud&nbsp;syndrome&nbsp;or the&nbsp;impostor&nbsp;experience) is a psychological pattern in which an individual doubts their accomplishments or talents and has a persistent internalized fear of being exposed as a "fraud".Weirdly while many people struggle with imposter syndrome, many people discuss it and there is lots of content around detailing the issue the ‘owner‘ often feels very alone in their feelings. Those feelings may include the idea that you don’t belong, that you are a fraud and this will be discovered and you will be ruined and shamed, that you don’t deserve your job, friends, business or any success.First identified by psychologists Pauline Rose Chance and Suzanne Imes in the late 70’s much research and new knowledge has developed since. Initially thought to affect women only opinion among the psychology field soon balanced out the issue across the sexes and also attached the effect to all sorts of people .I know in my own experience I have had these feelings occasionally and they have also at times held me back from doing things. Challenged my own beliefs in myself and had me feel like a fraud for no fraudulent behaviour at all. Like seeing a police officer and worrying you have done something when you know full well that you haven’t.I also know people who are exceptional at what they do and struggle with this and according to the International Journal of Behavioral Science an estimated 70% of people experience these feelings at some stage of their lives.So what do we do? Live with it, ignore it or cure ourselves. Of course there are different strokes for different folks and ultimately we control the onset of the thoughts that trigger the emotions. We can therefore review the thoughts and question them as they arrive and then frame our thinking differently to oppose the negative pattern. We can learn to think like non-imposters says expert Valerie YoungIn my coaching work I find that investigating the issue using evidence helps as you must support the negative pattern by proving it actually exists. So if someone is struggling with this aligned to feeling inferior as a team manager for instance what evidence supports their claim? Proper hard evidence and not just negative self assumption. Are they getting complaints or constantly underperforming and this is being picked up in assessments or by their manager? If no real evidence supports this then it can be discussed to identify that this is a self developed emotion triggered by self doubt and then dealt with relevantly to the individual.People struggling can be encouraged to share their thoughts with others to reassure them that they are not alone and in fact the people they assume to be successful may be triggering those same thought patterns themselves.So most importantly we will all have moments of doubt and this is perfectly normal and the aim is not to think that you should never have these moments but to equip yourself with the knowledge and techniques to balance yourself out again. Again to Young who states that you can still have an imposter moment, but not an imposter life.You can view this article from Brian Bush, Business Growth Specialist<a href="https://www.linkedin.com/pulse/halt-who-goes-brian-bush-business-growth-specialist/" rel="noopener noreferrer" target="_blank" style="color: rgb(26, 32, 44);">&nbsp;</a><a href="https://www.linkedin.com/pulse/halt-who-goes-brian-bush-business-growth-specialist/" rel="noopener noreferrer" target="_blank" style="color: rgb(90, 185, 204); background-color: rgb(255, 255, 255);">here</a>We think you may also find this interesting: NatWest: <a href="https://norfolkknowledgehub.supapass.xyz/video/24740" rel="noopener noreferrer" target="_blank">The Importance of Mindset</a>

Brian Bush Online Imposter Syndrome

Halt! Who goes there?

Disruptive businesses make a big splash in the media, but how does the thinking behind them come about? We look at the key rules of disruptive business thinking.The word ‘disruptive’ used to refer to poor behaviour in the classroom, or the impact of strikes on the railway. But the tag is now far more likely to be linked to new types of business, where market value often outweighs investment and costs. Both Uber and Airbnb entered the already crowded markets of minicabs and holiday lets, but their rethinking of the entire model was what saw them race to the top at a pace traditional businesses could only dream of.The media can’t get enough of them, and their business growth was largely driven by digital-native millennials who had the technology. Both are now large enough to commission television ad campaigns and PR drives to mop up the older generations.So how can other start-ups in diverse sectors use this model to dominate (or at least radically change) the marketplace?<h2>1. Find the gap in the market</h2>Finding the gap may require mentally dismantling your target market and rethinking it from scratch. How would you start if you were the first one into the market, or what can you do that no one else can? Uber has as many detractors as fans (as is often the case with disruptive models), but there’s no denying it does away with the lottery of knowing which cab company to ring for the fastest and cheapest journey.“Disruptive ideas come from having an attitude to challenge and push to improve established ways of doing things,” says Jas Bagniewski, CEO of innovative mattress retailer Eve Sleep. “I think if you try to improve every aspect of an industry, becoming disruptive is inevitable.“When we started, we looked at how we could improve every aspect of the traditional mattress-buying experience. That way of buying – going into a showroom and lying down awkwardly for 10 minutes – is broken. We offer a better experience for customers because you can buy online quickly and easily, we offer next-day free delivery and you have 100 nights to try the product. By selling direct to customers, we can also offer a premium product for a better price.”<h2>2. Be a true original</h2>The first thing any business will need to do is ape the old Apple slogan of ‘think different’. It may be a business-speak cliché to speak of thinking outside the box, but disruptive entrepreneurs need to do little else in the initial stage of their start-up. Without that spark and a USP, their business is just another ‘me-too’ company that could simply get lost among the competition.True disruptive thinkers and entrepreneurs are few and far between. So great ways to disrupt often come from teams of thinkers coming together to create a business, or outside experts being brought in to rethink a market. You want the kind of idea that makes people wish they’d thought of it.<blockquote>“I think if you try to improve every aspect of an industry, becoming disruptive is inevitable”</blockquote><blockquote>Jas Bagniewski, CEO, Eve Sleep</blockquote><h2>3. Solve a problem</h2>“Ours was a consumer problem rather than a gap in the market,” says Tom Cavill, co-founder of property investment business Bricklane.com.“We started with the problem that we and many friends had, then worked hard on an innovative solution. Before Bricklane.com, you either had to scrape together a huge deposit and invest all you had with a mortgage, or you were shut out of the market. We allow you to own a stake in a property [with others], whatever your situation."We feel we’re disrupting several markets: we allow first-time buyers to keep up with the market as they save and allow those who can’t or don’t want to buy to receive the financial benefits of ownership. Renters living in our homes also get better service and stability than is average in the market.”<h2>4. Don’t forget the small print</h2>It’s easy to see disruptive thinkers and doers as the anarchists of the business world, but none of them would get anywhere without considering the legal or ethical implications of their new ways of thinking and working.If you’re testing the boundaries, you can be sure lawyers will want to as well, especially when people start putting large valuations on your business. Make sure the way you wish to operate complies the law and financial regulations because small slip-ups can be costly. If your app is bumped from app stores for minor violations, you could be set back by months.<h2>5. Think about time efficiency</h2>Millennials drive the market for disruptive business and famously want everything done now, whether it’s their food delivered or their finances sorted.Airbnb took a concept that was only accessible on obscure community pages and brought it to the fore, saving hours of searching and competing with hotels along the way. If you can reduce complex tasks to a couple of clicks, you could be on to something.“We’re disrupting the automotive retail space by consolidating the customer journey of buying a used car,” says Maximilian Vollenbroich, co-founder of Carspring.co.uk, a business that allows you to search for the car you want, find financing and arrange delivery of your pre-checked motor all in one hit. “Whereas a consumer would have to do transactions with multiple parties – from the dealer, financier, insurance and warranty provider and breakdown cover – at different places and times, we enable them to sort this all in one place.”Further Reading<ul><li><a href="https://www.norfolkknowledgehub.co.uk/article/24661" rel="noopener noreferrer" target="_blank">SME Tools: how to be productive</a></li><li><a href="https://www.norfolkknowledgehub.co.uk/article/24663" rel="noopener noreferrer" target="_blank">Eight business habits to break</a></li><li><a href="https://www.norfolkknowledgehub.co.uk/article/24664" rel="noopener noreferrer" target="_blank">How to create the right mood</a></li></ul> Join the Business Builder Facebook Community&nbsp;<a href="https://www.facebook.com/groups/NatWestBusinessBuilder/" rel="noopener noreferrer" target="_blank" style="color: rgb(17, 1, 239);">here</a>‘Want to learn more? Register for NatWest Business Builder to view all of their business development tools. Click <a href="https://natwestbusinessbuilder.com/?ref=NorfolkChamber" rel="noopener noreferrer" target="_blank" style="background-color: rgb(255, 255, 255);">HERE</a>’&nbsp;

NatWest Business Builder The Importance of Mindset

Five laws of disruptive business thinking

Feeling like a fraud as founder can be crippling, so here’s how you can tackle the dreaded imposter syndrome.According to a survey published last month, the Microbusiness Index, a third (33%) of female micro-business owners in Scotland doubt their achievements.Across the whole of the UK, around two thirds of SMEs say they have suffered from imposter syndrome and a fear that they’re going to be exposed as a fraud, or so found a 2017 study carried out by AXA Direct. Furthermore, women are more likely to admit to feeling like an imposter – 74% compared with 58% of men – and 44% of business owners say the self-doubt they’re plagued by is intense enough to be called a daily companion.Suffering from imposter syndrome is often exacerbated by the fact that business owners may not have anyone to speak to about their concerns. Here, SME owners share their experiences and advice.<h2>1. Age is just a number</h2>Rachael Dunseath is the founder of Myroo, a plant-based skincare brand for sensitive and allergic skin. She launched the company just over two years ago, having previously had a successful career in financial services marketing.“I knew it was a great idea – my research showed that the market needed these products – but I was so unsure about taking the leap,” she says. “My imposter syndrome hit its peak when I landed a place on an accelerator programme. I was surrounded by younger, more dynamic entrepreneurs, who were taking risks, being brave and hustling.”While Dunseath is in her early 40s, many of her fellow entrants on the programme were in their 20s. Over time, Dunseath has found that a coping strategy has been to forget about her age and focus on what she wants to achieve instead.<h2>2. Remember: Rome wasn’t built in a day</h2>A lack of skills particular to your business can seem daunting. For Nikki Hollier, owner of Border in a Box, a ready-made garden border template kit, it was her perceived lack of plant knowledge and general horticultural skills that she believed was holding her back.“I worked in corporate IT for two decades and recently retrained as a garden designer, so I’m always concerned about not being good enough,” she says. “I’ve learnt to deal with it by reminding myself that Rome wasn’t built in a day.”What this means in practice is focusing on improving the skills needed to make the business a success and, in time, you’ll find that people will start to take you seriously, explains Hollier.<h2>3. Break down daunting tasks</h2>“I always think of it [imposter sydrome] through the lens of the common mountain analogy,” says Callum Hemsley, co-founder and CEO of Eola, a platform and marketplace for adventure sports and outdoor activity centres.In the analogy, the mountain is a big task that needs to be navigated and overcome to reach a destination or end goal. Hemsley says that if a particular task is too daunting and is heightening your imposter syndrome, then it’s helpful to break the task down into manageable chunks.“Doing this reduces the feeling that the whole cannot be accomplished and makes your targets seem within your capabilities,” he says.<h2>4. Enter awards</h2>Dunseath and Hollier are in agreement that entering awards can not only help your business to gain recognition, but also give you confirmation that you’re doing a great job.<blockquote>““The company had won awards before, but I’d managed to explain those away. This was a huge, national win, though. Even I couldn’t take the shine off that”</blockquote><blockquote>Rachael Dunseath, founder, Myroo</blockquote>“I won Micro Business Entrepreneur of the Year at the 2016 Great British Entrepreneur Awards,” says Dunseath. “The company had won awards before, but I’d managed to explain those away by telling people that not many others had entered. This was a huge, high-profile national win, though. Even I couldn’t fully take the shine off that.”While losing out on an award might feel demoralising, it shouldn’t be seen as a setback. Instead, you should use it as an opportunity to enter more awards – to seek the recognition you believe your business deserves, argues Hollier.<h2>5. Don’t be afraid to market your business</h2>Helen Campbell, a business mentor and PR coach to SMEs, says that one thing is clear from her experience of dealing with clients: many business owners and founders tend to be reluctant to promote themselves.“A lot of them are in a loop where they feel awkward about self-promotion, but if they don’t market themselves they bring in little-to-no work, which then worsens the imposter syndrome,” says Campbell. “In some cases, this lack of promotion will lead to the business failing. It’s important to remember that marketing your business is not boasting. Not showing off your skills and expertise, however, can stop you from reaching your potential.”Campbell’s advice is to find your own authentic style and a way of promoting yourself that feels right for you, amplifies your talent and aligns with your company’s values.<h2>6. There will always be doubters</h2>Regardless of success, there will likely always be those who’ll doubt you.“It’s best to avoid these people, as they can bring your confidence down quickly,” says Hollier. “But while some are very mean-spirited, equally, there are some who are absolutely wonderful, so make sure you surround yourself with them.”<h2>7. Ask yourself: what’s the worst that could happen?</h2>In the two years it’s been running, Myroo has grown its team and its products are stocked up and down the country, including in stores of fashion chain Anthropologie. Myroo is also about to announce a significant international account.“I do still battle the imposter demons, but I’m getting better at knowing how to handle it,” says Dunseath. “And I now realise that failure can be a good thing as long as you learn from it. My mantra is: ‘What’s the worst that could happen?’ The reality is usually not as bad as you think.”Further Reading<ul><li><a href="https://www.norfolkknowledgehub.co.uk/article/27361" rel="noopener noreferrer" target="_blank">SME Tools: maintaining focus</a></li><li><a href="https://www.norfolkknowledgehub.co.uk/article/27362" rel="noopener noreferrer" target="_blank">Management strategies: overcoming imposter syndrome</a></li><li><a href="https://www.norfolkknowledgehub.co.uk/article/27363" rel="noopener noreferrer" target="_blank">The five traits of success</a></li></ul> We have a thriving and diverse community of thousands of entrepreneurs from multiple sectors, backgrounds and skill sets helping you to connect with the right people at the right time. No matter whether you’re looking to upskill, get feedback, engage with new people or simply observe, there’s something for everyone.‘Want to learn more? Register for NatWest Business Builder to view all of their business development tools. Click <a href="https://natwestbusinessbuilder.com/?ref=NorfolkChamber" rel="noopener noreferrer" target="_blank">HERE</a>'

Seven tips to beat imposter syndrome

Does the idea of losing your best people give you sleepless nights? Would you struggle to replace people if they leave? Do you find it difficult to attract and keep great employees? Do you sometimes feel like your employees don’t live up to your expectations?You probably love your business. You’re likely to be passionate about it and, if you’re like most small business owners, put your heart and soul into its success. Yet finding employees who share that passion, who are willing to put in the extra effort, is hard. And when you do get them, keeping them is even harder. In this article, I’ll explain what YOU can do to build a business that great people LOVE working for and never want to leave.<h3>Performance = Potential – Interference</h3><img src="https://markwilliams.actioncoach.co.uk/wp-content/uploads/sites/110/2021/02/IG-Post-Templates-32-300x300.jpg" height="399" width="399"><img src="https://markwilliams.actioncoach.co.uk/wp-content/uploads/sites/110/2021/02/51ZFfIF-zYL._SX290_BO1204203200_-176x300.jpg" height="300" width="176">In&nbsp;<a href="http://www.kpcolorado.net/sites/default/files/2011_01_10_leadership_that_gets_results_0.pdf" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(209, 47, 37);">Leadership that Gets Results</a>&nbsp;(published in the Harvard Business Review), Daniel Goleman explains that there are 6 key factors that minimise interference and increase employees’ performance. Get these right and you’ll have high-performing, happy teams who love their work. Get it wrong and you’ll never get to see just how good they could have been.<h3>The 6 steps to Maximise Motivation are:</h3><ol><li>Clarity:</li></ol>This is the biggest and most important. In order to perform at their best, people need to know where they’re heading, what’s expected, and how everything fits together. It requires clarity of purpose from the top, and then continuous and consistent communication. If you get it right, your people will know the mission and direction of the business, what is required of them, and the role they play in achieving overall success.It’s easy to say, but can be tricky to get right.&nbsp;<a href="https://www.gallup.com/workplace/229424/employee-engagement.aspx" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(209, 47, 37);">A 2020 study by Gallup</a>&nbsp;showed that 35% of U.K. employees strongly agree that their employer has communicated a clear plan of action in response to the coronavirus, compared with 50% of U.S. employees. If your team does not do what you expect, consider how well you have communicated with them. It might be that a little more clarity would make them more effective, more efficient, and make leadership a lot less frustrating.<ol><li>Standards:</li></ol>If you’re looking for high performing employees (and who isn’t!?), it’s essential to set standards. To get the most from staff, they need to understand the expected levels of performance and ‘what good looks like’.How well do you set and communicate standards? Do people know what they need to achieve? Are there goals which are both stretching and achievable? Does underperformance get addressed, or is it allowed to continue?Companies with high standards have clear goals, aligned with the overall vision, and leaders monitor progress against them. High achievers thrive on hitting goals, so make sure you set some so they’re motivated to keep hitting them.<ol><li>Responsibility:</li></ol>Do you find that you’re forever getting interrupted by staff asking you to review work or make decisions? It can be frustrating for leaders to do this, but it’s just as limiting for employees. High performers like to be given responsibility and run with things, so check whether you’ve given clear delegated authority.Let your staff know what decisions they are authorised to take, what they need to refer to others for, and help them take full ownership of their own work. Good people will actively seek extra responsibility and will want the chance to take ownership for the success of their work. If they need to run everything past the boss, they are unlikely to feel full ownership. And if the boss makes all the decisions, guess who takes the blame when things don’t go right!?Look for people who like responsibility, but challenge yourself too. Are you really delegating what you could be or does your inner control-freak get the better of you?<ol><li>Rewards and Recognition:</li></ol>When you mention rewards, thoughts often turn to money, and yes, people need to feel they’re getting fair pay for the work they do. But actually money is only one form of reward. In fact, the most admired companies pay 5% less than their competitors. Why? Because people want to work for them for more than pay. They want the training, the exciting work, the exposure to brilliant colleagues and the culture as well as the money and the right name on their CV.Committed and driven employees like to know how they’re doing. They want timely and meaningful feedback from a credible source. They want to know whether they’re meeting expectations and where they need to improve. And they want to work in a meritocracy, where the best performers get more praise, reward and recognition than those who don’t perform at the same level.To get this right, make sure you’re praising and recognising more than you’re criticising. Find people doing something right and make a point of praising them. Make celebrating achievements a habit and give more of the credit to those who deserve it most, then watch as people strive to achieve ever more!<ol><li>Flexibility:</li></ol>Richard Branson is credited with saying “Red tape will often get in your way. It’s one of the reasons I often carry scissors.” One of the big causes of underperformance in the workplace is employees feeling like they spend too much time and effort battling against bureaucracy. Whether that’s systems that need automating, ineffective processes that inhibit performance or unnecessary rules and regulations that slow things down, bureaucracy kills productivity.That’s not to say rules, systems and processes are not important. They are. But they should be focused on&nbsp;increasing&nbsp;productivity, not decreasing it. Hold regular discussions to find ways of working more efficiently. Ask the team what they need to work at their best and you’ll quickly foster a culture where people feel involved, and focus on finding solutions rather than complaining about problems.<ol><li>Group commitment:</li></ol>Get the 5 factors above right, and it’s likely you’ll have a committed team, pulling in the same direction and united around a common goal. They’ll achieve great results and be understandably proud of their work and the company they work for. And they’ll go the extra mile for you, their colleagues and their customers.Not only will talented people want to work in that environment, they’ll be way less likely to leave. In fact, your company will become a magnet for ambitious, talented people who want to do great things.Why the hell would anyone want to work for you?It’s easy to bemoan the lack of talent and loyalty in the marketplace. If you take the “You just can’t get the staff these days” attitude, frankly you are unlikely to find them. Start a little closer to home. Start with this question: “Why the hell would anyone want to work for you?”. If you can’t clearly articulate this, I’ve got good news and bad news:The bad news:&nbsp;great people will probably go and work somewhere else. And your best people might too.The good news:&nbsp;you’ve now got a framework to build a culture where you get great performance from your people and they love working for you.It’s not easy, but it is doable. You just need to be deliberate, determined and disciplined.<img src="https://markwilliams.actioncoach.co.uk/wp-content/uploads/sites/110/2020/11/Mark-Williams-28-4-20-1024x1024-1-300x300.png" height="135" width="135">To find out more about how I may be able to help your Norfolk business&nbsp;thrive then please don’t hesitate to get in touch on 01603 559590 or email markwilliams@actioncoach.com – you can also get in touch through my contact form&nbsp;<a href="https://markwilliams.actioncoach.co.uk/contact-us/" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(209, 47, 37);">here</a>. If you’d like to know a little more about my experience, expertise and accolades&nbsp;then click&nbsp;<a href="https://markwilliams.actioncoach.co.uk/about-mark-williams-a-norfolk-business-coach/" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(209, 47, 37);">here.</a>

Mark Williams Action Coach

6 ways to make GREAT people LOVE working for you

So you work for yourself. You’re either a director or you’re self employed – it doesn’t really matter which. You work 40+ hours a week and you rarely make it home by 6pm. But you wish you could. You wish you didn’t have to work so much and you realise something needs to change.This is something which is felt by so many business owners. You leave your secure job in search of freedom, more money, more time and the ability to create your own path (just some of the reasons atleast), but more often of not business owners gravitate towards the hamster wheel, racing from one job to the next with little thought about why you went into business in the first place.The clock doesn’t stop. You can’t magic more time out of thin air, but what you can do is master yourself through managing your tasks, your goals and your productivity in order to create more time to do the most important tasks to drive your business forward and achieve the results you want to see. The results you always thought you would achieve, but you’ve never ‘got around’ to working on.<h5>Here are our top 6 ways on how to make sure you’re back for dinner:</h5><ol><li>Start at the end and work backwards&nbsp;– How many hours a day do you want invest in your business and at what points during the day do you want to invest them? Do you work best at particular times in the day or do you want to be the one to pick your children up from school? Through working out what the end game is you can then work towards that and create plans in order to achieve your goals.</li><li>Think about your lunch break.&nbsp;Hands up if you’re a ‘grab and go’ type. Sandwich at the desk whilst replying to emails with one hand kinda business owner? We’ve all done it. However, through taking time out at lunch time and enjoying your 30minutes-hour off you come back sharp and motivated, which lasts through the afternoon. It was well reported earlier in the year that Boris Johnson takes a short post-lunch nap, and whilst this was firmly rebutted by Downing Street it sparked a debate about the health benefits of napping. According to NASA and a study from Harvard Medical School napping can help with information processing, aid memory formation, regulate emotions, support the immune system and increase alertness. Not bad. It is also widely reported that napping is not for everyone and that some may find it counterproductive. If napping works for you then this may be something to consider in order to keep as focused and productive during your working hours.</li><li><img src="https://markwilliams.actioncoach.co.uk/wp-content/uploads/sites/110/2021/03/kobu-agency-7okkFhxrxNw-unsplash-300x200.jpg" height="314" width="472">Work out what your top time wasters are.&nbsp;Are they your staff? Is it notifications on your phone? Once you know where you are most unproductive it’s time to tackle those areas. Social media and notifications can be easier to handle, however if you have staff who come to your regularly with issues or questions then this is something which you can manage more effectively. Could your staff need more autonomy and confidence to make decisions for themselves? Or perhaps they need some more in-depth training and support to get comfortable with their role? Through increasing their confidence you will automatically find that they come to you less and you therefore have more time to do the important jobs.</li><li>Make a list of routine tasks&nbsp;– hourly, daily, weekly, monthly, quarterly. Then prioritise these tasks. Once you know what needs to be done and in what order, you can create a default diary for each week so you know how to spend your time each day. This will sharpen up your focus and enable to you work towards your goals more effectively. A great idea is to then give your default diary to someone else – perhaps your PA. This will hold you accountable and breed productivity.<img src="https://markwilliams.actioncoach.co.uk/wp-content/uploads/sites/110/2021/03/sigmund-HsTnjCVQ798-unsplash-300x200.jpg" height="200" width="300"></li><li>Outsource or delegate.&nbsp;Once you have created your default diary you may like to work out where the majority of your business comes from and the work you need to do to attract it. Can you easily increase sales through being more productive in this area? If so then it may make sense to outsource or delegate jobs which you are doing that others can take charge of. This will free your time up to focus on the really important areas. As long as the cost of delegation doesn’t outweigh the new opportunities then it’s a no brainer.</li><li>Providing employees with the right tools and equipment&nbsp;is important so they can perform their duties efficiently and on time. There’s nothing more counterproductive than spending time waiting for paperwork to print because you haven’t got a fast printing device. High-quality, modern programs and equipment make a massive difference, not only to the workforce but also to how your company is perceived.</li></ol>Being proactive rather than reactive in business is vital for increased productivity. Goals, focus, managing staff effectively, ensuring the correct procedures and equipment are in place and knowing when to delegate are all key elements in ensuring you can make the best use of your time in order to stop working 40 hour weeks and to make it home in time for tea!Good luck! If you need any help with how to implement any of the above into your business then I’m always here to chat.<img src="https://markwilliams.actioncoach.co.uk/wp-content/uploads/sites/110/2020/11/Mark-Williams-28-4-20-1024x1024-1-300x300.png" height="147" width="147">To find out more about how I may be able to help your Norfolk business&nbsp;thrive then please don’t hesitate to get in touch on 01603 559590 or email markwilliams@actioncoach.com – you can also get in touch through my contact form&nbsp;<a href="https://markwilliams.actioncoach.co.uk/contact-us/" rel="noopener noreferrer" target="_blank" style="color: rgb(209, 47, 37); background-color: transparent;">here</a>. If you’d like to know a little more about my experience, expertise and accolades&nbsp;then click&nbsp;<a href="https://markwilliams.actioncoach.co.uk/about-mark-williams-a-norfolk-business-coach/" rel="noopener noreferrer" target="_blank" style="color: rgb(209, 47, 37); background-color: transparent;">here.</a>

How to make sure you’re home for dinner – time mastery for business owners

<h3>What is laughter?</h3>There are two parts of laughter. The first: the sound and the second: the gestures. When we laugh our bodies do both these actions. It is an involuntary action and we can’t choose what we do and don’t find funny.The process starts in our frontal lobe. The frontal lobe is located at the front of the brain and is split into two halves. The left is for our practical side and the right is our creative side. When we hear or see a joke both parts of our brain are used. The left side determines if the sounds and images we are seeing are a joke and the right tells us if the joke is funny.Once this is determined the limbic system gets the message that we need to laugh. It then send signals to parts of our body that show the physical signs.<h2>What are the benefits</h2>There are many benefits to laughing but here are a few :<ol><li>Improves your overall health- It can boost the immune system, reduce stress and even reduces blood pressure.</li><li>Laughter releases endorphins- Endorphins are the happy/feel good chemicals in the brain so when we laugh these endorphins are released and we feel happier.</li><li>Laughing actually burns calories- a study found that laughing for 10-15 minutes a day can burn 40 calories.</li></ol>&nbsp;Although having a good chuckle is great. We don’t have to really laugh to make us feel happier. By just making the sounds and gestures we can trick our brains into thinking we are laughing for real. This is why laughter therapy and yoga popularity has risen in recent times.<h2>How can you experience more laughter</h2>After a stressful day it could be a good idea to do one of the following to help you feel less stressed:<ol><li>Watch a funny show</li><li>Attend a laughter therapy or yoga group</li><li>Read a funny book</li><li>Meet up with friends</li></ol>&nbsp;Source:&nbsp;<a href="https://www.helpguide.org/articles/mental-health/laughter-is-the-best-medicine.htm" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(37, 177, 75);">Helpguide.org</a>&nbsp;<a href="https://science.howstuffworks.com/life/inside-the-mind/emotions/laughter1.htm" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(37, 177, 75);">Howstuffworks.com</a>&nbsp;and&nbsp;<a href="https://www.bbc.co.uk/bitesize/articles/zjxkscw" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(37, 177, 75);">Bbc.c</a>

First Intuition 

The Power to Laugh: Why is laughter good for us?

Mills &amp; Reeve has recently hosted a webinar series on COVID and the future of work, to explore how it will change the way we work, even after the pandemic has receded. My colleagues and our other contributors have given participants a lot to think about.Its well worth viewing the recordings (available&nbsp;<a href="https://www.mills-reeve.com/insights/webinars/covid-and-work-looking-to-the-future" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(90, 0, 102);">here</a>) but here’s a taster of some of the key themes that emerged.<h2>Flexibility</h2>At the risk of stating the obvious, we all need to be flexible.&nbsp;Clearly employers and HR departments need to plan ahead, but they also need to be flexible enough to adjust at short notice to the inevitable changes in regulation and guidance as the virus and the steps taken to combat it both continue to evolve.While most employers probably do not need any encouraging in this direction, it is worth following Government plans to amend the right to request flexible working.&nbsp;We don’t have any firm details at the moment, but one change may involve removing the current six month qualifying period before the right can be exercised.<h2>Engagement with the workforce</h2>The second lesson I took from the webinar series – in many different contexts – is that staff engagement is more important than ever before.&nbsp;Staff have had to adapt to a great deal of change while their resilience has been impacted like never before with factors such as: performing front line roles during a pandemic, the psychological isolation of remote working, or the additional pressures of supporting school age children at home.As restrictions are relaxed, it is essential to engage with the needs of the workforce before attempting to balance these with any conflicting business objectives.&nbsp;Certainly there is an opportunity to build back better: while the relatively care-free pre-COVID days are bound to evoke feelings of nostalgia, many may not wish to return to exactly the same working environment.&nbsp;That means that staff input into what would work best for them is an essential starting point.<h2>Understanding the limits of remote working</h2>Despite the very rapid advances in technology – and our ability to use it – over the past year, there are still some things that can’t be done as well remotely. When re-imagining the workplace for the post-COVID era it is import to understand what these elements are.One of our speakers referred to a&nbsp;<a href="https://www.mckinsey.com/featured-insights/future-of-work/whats-next-for-remote-work-an-analysis-of-2000-tasks-800-jobs-and-nine-countries" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(90, 0, 102);">study</a>&nbsp;by McKinsey which analyses the effectiveness of different tasks when these are done remotely when compared with in person, across a number of different countries.&nbsp;So for example they found that updating knowledge and learning is typically about 80% effective remotely.&nbsp;This dropped to about 30% for establishing workplace relationships, and even lower for training and mentoring.&nbsp;There have also been useful studies of the different biases that emerge when conducting meetings online rather than in person, including this&nbsp;<a href="https://www.lse.ac.uk/tii/assets/documents/Hybrid-Working-report.pdf" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(90, 0, 102);">dictionary of behavioural biases</a>&nbsp;from the LSE.It is clear from these new studies, as well as past experience, that designing an effective hybrid working policy involves much more than working out the optimum percentage of home working for any given role.&nbsp;It is also necessary to consider how the component tasks are managed, to ensure they are done in the most effective manner.<h2>Working from abroad</h2>In our experience, one unforeseen impact of the pandemic is that it has led to an increase in the numbers of staff working remotely from abroad for UK employers, often on an ad-hoc basis.These arrangements, if not properly regularised, can lead to a number of risks for both employer and employee – for example the obligation to pay tax and social security contributions in the host country and need to obtain a work permit or visa.Reviewing working arrangements as the lockdown eases creates an opportunity to establish a clear policy on whether working remotely is permissible, and if so in what circumstances.&nbsp;Given that each country has different immigration and tax rules, professional advice will be required in the host country before authorising any such arrangements.For more information about staff working remotely from Europe, please see&nbsp;<a href="https://www.mills-reeve.com/insights/foresight/working-in-europe" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(90, 0, 102);">here</a><h2>Equalities considerations</h2>There is a complex relationship between increased flexibility and equality and diversity issues.&nbsp;To take one example, it has been an advantage for many parents to be able to work flexible hours from home rather than fixed hours at their employer’s workplace.&nbsp;Leaving the choice of whether to continue to work from home entirely up to employees risks “baking in” existing gender based inequalities around responsibilities for childcare.&nbsp;Other risks arise from the differences in the dynamics as between remote and in person communication. Staff working remotely can struggle to make their views heard, and the absence of an on-site presence may translate into reduced access to informal learning and development opportunities, or being overlooked for promotion.&nbsp;If not properly addressed, one of the potential disadvantages of working remotely could be to amplify existing workplace inequalities, for example in relation to race or disability.To connect with Sara on LinkedIn please visit her profile&nbsp;<a href="https://www.linkedin.com/in/sarabarrett/" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(90, 0, 102);">here</a>. If you would be interested in receiving further updates from Mills &amp; Reeve you can register for these on our&nbsp;<a href="https://www.mills-reeve.com/my-mr/register" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(90, 0, 102);">sign up page</a>.&nbsp;

Feel better, work better

Motivation in the Workplace

Joining a Coworking Space, what are the benefits?

3 post-lockdown design trends all workplaces should consider

Wellbeing in the Workplace

The Importance of Workplace Wellness

First Intuition - Recruitment of the ‘COVID generation’

First Intuition Think Tank - Maintaining a Team Ethos

What a Pandemic Taught us About Work

Stress awareness month - 5 ways to help staff avoid burn out whilst working from home

Managing flexible working requests

Introduction to Self Awareness

Management strategies: the six questions you need to ask your staff

Leadership lessons: how to be a good boss

Management strategies: why mentoring matters

Five flaws that could be your biggest strength in business

Hethel Innovation Case Study: Emma Zangs

I'm now sleeping better than at the beginning of lockdown, are you?

Company culture can be shocking!

Freeing Choice Through Non-Judgement

Staying Energised and Productive Whilst Working Flexibly

‘What Can I Do?’: Empowering Ourselves

MARKETING IN COVID – WHY EMPATHY IS ESSENTIAL

The Benefits of Virtual Team Building

Music and Health - Benefits, Mental Health and Dementia

How can company values help people be their best selves at work?

Eight business habits to break

Introduction to Understanding your mindset

Halt! Who goes there?

Five laws of disruptive business thinking

Seven tips to beat imposter syndrome

6 ways to make GREAT people LOVE working for you

How to make sure you’re home for dinner – time mastery for business owners

The Power to Laugh: Why is laughter good for us?

Five things we have learned about hybrid working

Norfolk County Council commissioned Community Catalysts are delighted work in partnership with House Angels Decluttering Specialist.

Feel better, work better

Motivation in the Workplace

Joining a Coworking Space, what are the benefits?

3 post-lockdown design trends all workplaces should consider

Wellbeing in the Workplace

The Importance of Workplace Wellness

First Intuition - Recruitment of the ‘COVID generation’

First Intuition Think Tank - Maintaining a Team Ethos

What a Pandemic Taught us About Work

Stress awareness month - 5 ways to help staff avoid burn out whilst working from home

​Managing flexible working requests

Introduction to Self Awareness

Management strategies: the six questions you need to ask your staff

Leadership lessons: how to be a good boss

Management strategies: why mentoring matters

Five flaws that could be your biggest strength in business

Hethel Innovation Case Study: Emma Zangs

I'm now sleeping better than at the beginning of lockdown, are you?

Company culture can be shocking!

Freeing Choice Through Non-Judgement

Staying Energised and Productive Whilst Working Flexibly

‘What Can I Do?’: Empowering Ourselves

MARKETING IN COVID – WHY EMPATHY IS ESSENTIAL

The Benefits of Virtual Team Building

Music and Health - Benefits, Mental Health and Dementia

How can company values help people be their best selves at work?

Eight business habits to break

Introduction to Understanding your mindset

Halt! Who goes there?

Five laws of disruptive business thinking

Seven tips to beat imposter syndrome

6 ways to make GREAT people LOVE working for you

How to make sure you’re home for dinner – time mastery for business owners

The Power to Laugh: Why is laughter good for us?

Five things we have learned about hybrid working

Norfolk County Council commissioned Community Catalysts are delighted work in partnership with House Angels Decluttering Specialist.

Audio Player

Managing flexible working requests