Category Archives: Leadership

HR, Leadership, News, Thought Leadership, Wellbeing, Wellbeing at Work

Some top tips for ensuring employee and business wellbeing in 2024, from Fiona Armstrong, Chief People Officer, Moneypenny

Moneypenny, leaders in outsourced calls and communications has been consistently recognised for its people strategy, and its leadership team firmly believes that employee wellbeing and satisfaction is central to achieving business success in 2024 and beyond.

Fiona Armstrong, Chief People Officer for Moneypenny comments, “As we near the end of the year, it’s a natural time to reflect, reinvent, re-energise and refresh your wellbeing initiatives and ensure they are more than an exercise in box-ticking.” 

Here are Fiona’s top tips for ensuring employee wellbeing:

 

  • Build a safe, comfortable culture.

At Moneypenny we’re recognised for our culture, and for creating a place where people feel at home, safe, comfortable, and a part of something; creating a positive environment where people can thrive, enables companies to thrive.

Wellbeing is neither a standalone function nor a one-off event, it should be ever-present in a business’s DNA. At our company we call it ‘Moneypenny Love’ and every day we empower, tailor our approaches to different communities, and make sure that our teams feel valued, safe, and listened to.

 

  • Responsibility is a team game.

Leaders need to lead by example, communicate clearly and create an environment where people feel comfortable to speak up. It is the role of HR leaders to steer the agenda, the management team to ensure that everyone is set up to succeed, the line managers to listen and spot any signs of problems, and employees themselves to participate.

 

  • Recognise success.

There is a powerful connection between recognition and wellbeing – it leads to increased engagement and productivity but also to employees feeling more valued, supported and less stressed, which in turn improves wellbeing. And this applies to recognition from above, but also from your peers and for those giving recognition. Recognition encourages everyone to feel empowered to be their best, and it fosters belonging and inclusion.

Ensure that recognition is fair, personalised and happens at all levels, from WOW chats to handwritten thank-yous, team meals, parties, random acts of kindness and much more.

 

  • Reward success.

After recognition comes reward. At Moneypenny we offer PennyPerks: a Pick n Mix of benefits tailored to individual needs. We also offer free breakfasts and healthy subsidised lunches, as well as counselling, annual flu jabs and much more.  This Christmas, for a bit of fun, we’re turning our treehouse meeting room into a giant snowball pit, where every week different teams will take out a ball which represents a fun prize, such as a free air fryer, cuddly toy or a weekend away for the whole team, to reward them for their hard work throughout the year. And the reward for business is a happy, healthy and productive team.

 

  • Turn your people into advocates.

Engagement makes your people your advocates, and has a somewhat synergistic relationship with wellbeing, with one enabling the other. Employee engagement means positive culture, increased retention, better long-term relationships, and a healthier bottom line.  Knowing your people as the individuals is key to this, and at Moneypenny we like to hear everyone’s views. We have airy open-plan offices and an open door policy and use Workplace by Meta to ensure all our people are updated regularly and that anyone can post their views. We also have a Business Counsel and Little Things Committee where we meet for lunch, or drinks in our onsite pub, to share ideas and brainstorm new ones.

 

  • Provide opportunities.

People are generally happier if they feel they have opportunities to grow and progress. This includes promotion, education (internally and externally), and also opportunities for secondments, and experiences internationally. At Moneypenny, we offer placements in our US office and vice-versa to support our culture and share knowledge and experiences.

 

  • Ensure a healthy work-life balance for all.

Work-life balance seems to have been around for eons. To support employees and help them achieve true balance in their lives, offer flexible working arrangements, encourage breaks, tailor your support to communities and generations, and the same goes for providing resources, setting realistic deadlines, and most importantly, leading by example.

 

Fiona concludes: “Invest in these principles and you’ll setup yourself and your people to succeed in the business landscape of the future. Happy people equals happy clients, equals happy bottom line.”

—

Picture is of Wendy Swash, Chief Operating Officer at Moneypenny and Fiona Armstrong, Chief People Officer in the Moneypenny meeting room which for 6 weeks has been turned into a giant snowball pit, where every week different teams will take out a ball which represents a fun prize, such as a free air fryer, cuddly toy or a weekend away for the whole team, to reward them for their hard work throughout the year.

Leadership, News

World’s 50 Most Inspirational Thought Leaders Revealed

The 50 most inspirational thought leaders of 2023 have been revealed – and they comprise an inspirational mix of human rights campaigners, veterans, and pioneering global explorers.

The top ten features six men and four women and is topped by ‘unshakable optimist’ Simon Sinek.

Sinek is the founder of The Optimism Company whose thought-provoking TED talk, ‘Start With Why – How Great Leaders Inspire Action’ has now been viewed by over 60 million people.

Also making the top ten is Malala Yousafzai, who made global headlines after being shot by the Taliban, in an attempted assassination due to her outspoken advocacy for women’s educational rights in Pakistan.

Other Brits on the list include the first Briton in space Helen Sharman, world record breaking Paralympian and disability rights campaigner Baroness Tanni Grey-Thompson and historian and writer David Olusoga.

The list, created by The Motivational Speakers Agency, includes legendary explorer Sir Ranulph Fiennes, comedian and mental health advocate Ruby Wax and businessman and TV personality Sir Alan Sugar.

The top 50 was compiled using verified data from nearly 4,000 events the thought leaders spoke at.

Jack Hayes, Founder of The Motivational Speakers Agency, who compiled the list said: “Across the globe, countless individuals have made significant achievements and contributions to society – and over the past 12 months they’ve proved themselves to be global thought leaders. Whether that be through business management or philanthropy, overcoming adversity or being resilient in the face of discrimination, these 50 global thought leaders are equipped with the tools to inspire real change throughout society.

“Following verified feedback from 3746 events across 2023, The Motivational Speakers Agency has made an official selection of the top 50 global thought leaders to hire based on vetted evaluations and industry insights.

“Congratulations to Simon Sinek who came out on top – but he’s just one of a myriad of inspirational speakers who wowed audiences in 2023 and are set to do the same next year.”

 

TOP 10:

1. Simon Sinek, Founder Of The Optimism Company          

Described as an “unshakeable optimist”, Simon Sinek has devoted his career to creating a world in which all people feel inspired and fulfilled. Simon uses his skills as a trained ethnographer to help generate long-lasting impact, renowned for his thought-provoking TED talk Start With Why – How Great Leaders Inspire Action which was viewed by over 60 million people. Also the bestselling author of titles such as Leaders Eat Last and The Infinite Game, Simon is acclaimed for his unconventional thoughts surrounding business and leadership – which he shares as the Founder of The Optimism Company.

 

2. Tony Robbins, Chairman of Robbins Research International

Named the World’s No.1 life and business strategist, Tony Robbins is a renowned global thought leader who has spent the past four and a half decades empowering personal development. Honoured as one of the Top 50 Business Intellectuals in the World by Accenture, Tony has not only shared his unparalleled knowledge in his six internationally bestselling books, including titles UNSHAKABLE and LIFE FORCE, but also as the Chairman of Robbins Research International. Also a passionate philanthropist and business advisor, it is without surprise that Tony has inspired and empowered over 50 million people across 195 countries.

 

3. Arianna Huffington  – Founder and CEO of Thrive Global

Arianna Huffington is the Founder and CEO of Thrive Global – Founder of the acclaimed media outlet The Huffington Post. Renowned for sitting at the helm of a company dedicated to changing the way in which we work and the narrative surrounding burnout being the price of success, Arianna has been honoured as one of the World’s 100 Most Influential People by Time Magazine and as one of the Most Powerful Women by Forbes. The bestselling author of 15 books, including the titles The Sleep Revolution and On Becoming Fearless… in Love, Work and Life, Arianna is a global thought leader on everything from building a culture of resilience to how to lead in the age of uncertainty.

 

4. Duncan Wardle –  Founder of ID8

Duncan Wardle is a renowned creative, dedicated to embedding innovation into not only organisations but into the DNA of all people. Currently the Founder of ID8, Duncan is best known for his tenure as the former Head of Innovation and Creativity for The Walt Disney Company – propelling the business to new heights with his revolutionary concepts of innovation. Now a leading innovation consultant, Duncan is revered as a global thought leader on creativity, helping organisations stay ahead of the curve by embedding cultures of innovation into the heart of companies worldwide.

 

5, Akala Rapper, activist and poet

Akala is a renowned rapper, activist and poet who has forged a reputation for his outspoken advocacy on countless social issues. Named on the Powerlist of the 100 Most Influential Black British People in the UK, Akala has quickly gained status as one of the most dynamic and literate talents in the UK. The author of NATIVES, a Sunday Times Bestseller, and The Ruins of Empires, Akala uses his platform to discuss everything from youth engagement to British/African Caribbean culture – having also launched The Hip-Hop Shakespeare Company, globally renowned since its inception.

 

6. Malala Yousafzai   Founder of the Malala Fund

Malala Yousafzai made global headlines after being shot by the Taliban, in an attempted assassination due to her outspoken advocacy for women’s educational rights in Pakistan. Surviving the gunshot, Malala has since become the Founder of the Malala Fund and has dedicated her life to achieving gender equality – spearheading opportunities for female education. In honour of her bravery, Malala was awarded the National Youth Peace Prize, the youngest person to receive this award, and countless other awards from the Anne Frank Award for Moral Courage to recognition on the 100 Most Influential People in the World list by Time. A global thought leader on educational and women’s rights, Malala is a true inspiration to all.

 

7. Carey Lohrenz   First-ever female pilot of the F-14 Tomcat.

Carey Lohrenz is acclaimed for excelling in the male-dominated Navy, as the first-ever female pilot of the F-14 Tomcat. As a Combat Pilot, Carey learned to navigate hostile and dynamic environments, performing under high pressure. Retiring from the military, Carey has dedicated her time to motivational and keynote presentations – also sharing her military experience in her Wall Street Journal and USA Today Bestselling books Span of Control and Fearless Leadership.

 

8. Matthew Syed   Co-Founder of Matthew Syed Consulting

Matthew Syed is renowned for helping the World’s top organisations build mindsets of continuous improvement – through his work as the Co-Founder of Matthew Syed Consulting. Named one of the HR Top 30 Most Influential Thinkers by HR Magazine, Matthew has shared his unparalleled thought leadership in The Sunday Times, The Times and in his bestselling books such as Rebel Ideas, Dare To Be You and Black Box Thinking. Matthew expertly explains the evident connections between high performance and mindset, in our fast-paced world.

 

9. Amy C Edmonson – Novartis Professor of Leadership and Management at Harvard Business School

Amy C. Edmondson is a global thought leader on human interaction, currently working as the Novartis Professor of Leadership and Management at Harvard Business School. Educated with a PhD in Organisational Behaviour from Harvard University, Amy’s expertise on human behaviour and psychological safety is unparalleled – commended with recognition as the No.1 Most Influential Management Thinker by Thinkers50. To share her global thought leadership on human behaviour, Amy has authored the bestselling books The Fearless Organisation, Extreme Teaming and Building the Future to name but a few.

 

10. John Amaechi – Former basketball player and Founder of APS Intelligence Ltd

John Amaechi is a former professional basketball player turned acclaimed organisational psychologist and Founder of APS Intelligence Ltd. The first British player to compete in the NBA, John has built astute knowledge of performance, now helping his clients understand organisational performance. Having also sat on the Diversity & Inclusion Board of Sanofi and the Inclusive Leadership Board of KPMG, John always has EDI at the heart of his agenda as a global thought leader – having also been the first NBA player to come out as gay.

 

NOW READ THE FULL 50 BY VISITING:

https://motivationalspeakersagency.co.uk/news/exclusive-top-global-thought-leaders

 

Image credit: https://picryl.com/media/new-york-times-bestselling-author-simon-sinek-speaks-8836fc

Business Advice, Leadership

Communication as a Catalyst: How Persuasion Can Transform Business

Written by Richard Mulholland

When the going gets tough, the tough get talking. With the right approach and a persuasive tone, even the toughest economic storms become opportunities for growth for great leaders. Your ability to persuade can transform any tough situation into an opportunity, a chance to demonstrate your leadership and show your stakeholders that you’re not just a survivor, but a game changer. There’s a problem though…

With the world shaking under the weight of a tough economy, we’ve been fed a lie about empathy. Let me be honest: the traditional definition of empathy falls short in the realm of leadership. When we stumble into the depths of uncertainty, we don’t need leaders who wallow with us. We need resilient figures who rise above, lending their strength to pull us out of the abyss.

Now, you might wonder what this has to do with the challenges we face today. The answer is everything. As leaders, it’s our duty to understand the hardships our people endure, even as we navigate the same treacherous waters. But here’s the secret weapon that will transform your business performance amidst the chaos: persuasion.

The difference between a leader and a manager is their ability to communicate persuasively. All great leaders have this ability and I’m calling for you to harness it to three ends.

First, there’s you. Tell yourself that you didn’t come this far only to come this far. Remind yourself that you have been through worse. Persuade yourself to get excited about the opportunities that exist in the shadows. I am a wartime leader; I live for these times.

Next, persuade your team. Your team’s energy is an extension of your own. If you use all your persuasive tools to get your team to tighten their belts, you manifest fear. And yes, you may need to cover that in the middle of your talk to them, but you had better open by showing them the opportunity and closing by getting them excited. Their energy is your energy at scale – never forget that.
According to Business Daily, Effective communication can increase employee engagement by up to 300%.  And right now, you need every single percentage point.

Lastly, we need to persuade our customers.  In tight times your second most important role, in every facet of the word, is sales. The single most important thing for you to be doing right now is to have lunch with the people that pay your people. Let them get as infected by your positive outlook as your team is. In tough economic times, the people in the market for the fearful are spoiled for choice. Be an antidote to them.

I’ve been a leader of my company for 26 years. Through all the bumps and downturns, I have found one thing to be true, there is nothing more persuasive than an excited optimist.

So, if sales is the second most important thing, what’s the first? Communication.

And no, I’m not talking about that company-wide memo or more emails from HR and marketing. I’m talking about you! Your people want and need to hear and see you right now. Luckily, we all own broadcast studios today. There are no excuses at all.

When a ship is sailing calm seas the captain’s voice is hardly needed, in storms though that changes.

When the going gets tough, the tough get vocal. People are looking for a voice to follow to get them out of the storm, make sure that voice is yours. Persuasive communication is the only guide that ever gets us to the other side.

It’s time to step up, take control and turn the tides in your favour. It’s time to master the art of persuasion. Remember, in the business world, persuasion is not just about winning arguments. It’s about winning hearts and minds, forging connections that last, and building relationships that go the distance.

“The art of communication is the language of leadership.” – James Humes

So, there it is, persuasive communication isn’t just a tool, it’s the catalyst that can transform your business performance in a tough economy. It’s your secret weapon in the business battleground. Unleash its power, and see the transformation unfold.

When the going gets tough, the tough get persuasive. And the persuasive emerge victorious, no matter how big the storm.

About the author:

Having spoken in over 40 countries on six continents, rock and roll roadie turned entrepreneur and global keynote speaker Richard Mulholland knows first-hand the impact that eloquent and persuasive leadership can make. That’s why he and his team work with executives and speakers around the world, helping them be more confident, more compelling, and more authoritative.

Clients include Entrepreneurs’ Organization (EO), Young Presidents’ Organization (YPO), LinkedIn, Goalcast, Virgin, Aspen Pharma, Bayer, and SAP.

He is the founder of persuasion powerhouse Missing Link and has written three books: Legacide; Boredom Slayer; and his latest, Here Be Dragons.

His talks around the world address a variety of topics spanning strategy, leadership, sales, and persuasive communication. He has shared the stage with amongst others Malcolm Gladwell, Seth Godin, and will.i.am, and recently made the RealLeaders Top 50 Leaders to Watch in 2023 (alongside Lewis Hamilton and Adam Grant).

Chris Joeckel, head of Global Sales for LinkedIn says, “Rich was inspirational, enlightening and provided incredible insights specific to our attendees development within their current roles at LinkedIn…”

 

Website and social media links:

https://richmulholland.com/

https://www.linkedin.com/in/richardmulholland/

https://www.facebook.com/RichardMulholland

https://twitter.com/RichMulholland

https://www.youtube.com/c/RichMulholland/featured

HR News, Leadership, News, Thought Leadership, Thought Leadership Blogs

Tackling Change Fatigue in Employees

Written by Nick Gold, MD. Speakers Corner

Since the Covid-19 pandemic began, businesses have undergone unprecedented change. According to Gartner, the average business planned ten enterprise changes in 2022, compared with two in 2016.

Change is necessary in all aspects of life. If you’re standing still, you’re ultimately going backwards. But when business changes become overwhelming, staff can struggle to cope. 71% of staff say they’re overwhelmed by the amount of change at work. More than half of those employees are considering looking for a new job.

This reaction is known as change fatigue, and it can pose a problem for forward-thinking businesses. While change is necessary to keep moving forward, it can take its toll on your team. Our recent research shows that just 18% of UK business owners consider changes within an organisation to be the main cause of stress.

As business leaders, we must be able to recognise and tackle change fatigue so we can keep staff happy and thrive as businesses.

The post-pandemic boom of corporate change culture

Over the last few years, we’ve had to deal with a lot of significant changes in a compressed amount of time: Covid, Brexit, the cost of living crisis, and the war in Ukraine. In light of this, many businesses are having to redefine and rebuild themselves.

The pandemic changed everything for Speakers Corner. With the live events industry obliterated by lockdowns, we were forced to find a new niche in virtual events. When we realised we had done perhaps more online events than anyone else, we were able to shift our focus and guide our team, clients, speakers, and the whole industry through these turbulent times.

The scale of change demanded from businesses over the last three years is incomparable to previous times. And it often feels like there won’t be a time when things are less hectic than they are right now.

But everything comes in cycles. Understanding that transformation feels all-consuming right now, but we will have time to breathe. In fact, you have time to breathe right now if you manage change in a way that’s practical and sustainable.

Understanding the impact of change on employees

While change can feel overwhelming for business leaders, this can be magnified for employees, who often have less of a say in the changes required of the organisation.

This is where communication comes in. People want to know your vision at a high level. Communicating this to everyone is essential. From there, your management team can take over. They can have further conversations at a team and individual level to ensure everyone knows how these changes will impact them. Processes, timescales, workloads: all of these must be concrete and manageable for each team and staff member.

It’s also important to help staff understand that though your business transformation may take months or even years to complete, they won’t be in a constant state of upheaval. Knowing when changes are likely to affect them can help staff focus their energy and attention in the right place at the right time rather than fielding a constant stream of worry.

This comes down to good leadership and change management. And times of change are an excellent opportunity to showcase your leadership skills. While the transformation may be true to your vision, you don’t have to be the flagbearer of change. You can support other managers to help teams navigate turbulence and ensure staff feel safe and supported.

Recognising change fatigue

The signs of change fatigue are different in everyone. So you must treat your staff as individuals and understand they may have other problems at different times. They’ll also need additional skills to cope with these changes, so you must be willing to invest in these.

As a leader, avoid projecting your own opinions onto your staff. Don’t assume that because you’re coping or not coping, the same is true of others.

Instead, ask people how they’re dealing with the changes. If they tell you they’re struggling, have a plan for how you’ll deal with this. It could involve taking time away or adjusting the way they do their job.

Either way, ensure your change plan protocol will make a difference and give staff the support they really need to adjust to your new vision.

Navigating successful, sustainable business transformation

There are three key ways to ensure successful, sustainable change in your organisation:

 

  1. Treat people as individuals. This helps you understand the unique challenges each team member is facing, so you can create an individual support plan for them.
  2. Be brave. Try new things without succumbing to crisis mode. Don’t be afraid to get things wrong. Your staff and your customers want you to succeed, so be bolstered by this support.
  3. Communicate with your team. Let them know that you’re all in this together and you want to embrace new ideas from people at all levels.

 

These three practices allow you to embed a culture of change in your organisation rather than seeing your current project as a one-and-done affair. Instead of creating an overwhelming, all-encompassing Big Change Plan, view each act of progress as a small wave of change. This will significantly redefine how you and your staff view business transformation for the better.

Ultimately, making change part of the ongoing conversation can help staff feel more settled and adaptable. So they can achieve your vision with focus and positivity, ensuring they thrive alongside your business.

HR, Leadership, News, Research

Employees in HR, consulting, and tech report highest satisfaction with senior management

  • New research reveals industries with the highest and lowest leadership approval ratings in the UK, according to employee reviews on Glassdoor
  • Leaders in Human Resources have the highest proportion of staff enthusiastic about their leadership, with both HR & Staffing and HR Consulting in the top 2 for ratings above 4.5 stars (out of 5 stars)
  • Sporting goods store employees are the least satisfied with their management teams with the highest proportion of workers scoring their senior management team 0-1 stars (8.11%)
  • The North East & Cumbria were revealed as the best UK region with 11.90% of companies receiving at least 4.5 stars in their Glassdoor senior management reviews

New research by Leadership Dynamics, a proprietary leadership analytics and evaluation platform powering The LCap Group, has shed light on which industries and areas in the UK have the highest and lowest leadership approval ratings according to their employee reviews on Glassdoor.

Research shows employees in Human Resources & Staffing are most likely to be extremely satisfied with their leadership teams, with 35.06% of all companies in this sector holding a 4.5 stars employee rating or higher for senior management, taking the top spot in the industry ranking.

HR Consulting comes second, with 22.7% of company leaders proving popular amongst staff. These results suggest that HR leaders possess a unique understanding of how to effectively lead and motivate their teams.

The top 10 industries in the UK with the highest proportion of 4.5-star ratings for senior management are:

  1. Human Resources & Staffing (35.06%)
  2. HR Consulting (22.70%)
  3. Internet & Web Services (17.79%)
  4. Enterprise Software & Network Solutions (17.01%)
  5. Information Technology (15.56%)
  6. Business Consulting (15.32%)
  7. Management & Consulting (15.27%)
  8. Advertising & Public Relations (14.88%)
  9. Information Technology Support Services (13.87%)
  10. Financial Transaction Processing (12.34%)

Reviewing the opposite end of the ranking, Sporting Goods Stores and Department, Clothing & Shoe Stores are at the bottom when it comes to favourable ratings – ratings above 4.5 stars being at 0.98% and 1.52% respectively. Sporting Goods Stores perform particularly badly, taking both first places for their high share of 0-1 star reviews (8.11%) and last place for 4.5+ star reviews (0.98%).

In fact, the study shows employees at Sporting Goods Stores are 8 times more likely to give a 0-1 star score than a score over 4.5 stars, with a large number of their disgruntled workers located in the South East and Wales.

Furthermore, industries involving manual labour, such as Building & Personnel Services, Agriculture, Taxi & Car Services and Security & Protective have seen significant dissatisfaction among their employees, with a high percentage of 0-1-star reviews.

Senior management teams within the public sector, including Primary & Secondary Schools, National Services & Agencies and Government & Public Administration also perform poorly with their low proportion of 4.5-star ratings and above.

Samuel Roberts, Chief Strategy Officer at Leadership Dynamics, commented: “Running a successful organisation goes beyond effective administration. Leaders establish the vision of the company and have the power to bring people along with them to achieve it. They drive change, resolve conflicts and inspire their workforce. And that workforce’s opinion of senior management is influenced by confidence in their effectiveness and the environment they promote within the workplace.

Leadership teams can improve both their organisational effectiveness and their employee engagement at the same time, but first, they need a clear and objective understanding of their strengths and areas for growth.

Using behavioural evaluation tools, like the PACE assessment, will help companies identify weaknesses in leadership teams and how to overcome these, whether it be via a new senior appointment or developing a new leadership development programme.”

Regionally, The North East & Cumbria stands out with the highest proportion (11.9%) of workers that are highly satisfied with their management teams. Similarly, London boasts the second-highest approval ratings (11.10%), primarily driven by industries such as HR & Staffing, HR & Consulting, and Enterprise Software & Network Solutions. The South West follows closely, displaying a similar trend with HR & Staffing and HR Consulting leading the charts.

Middlesbrough, a relatively small city in the North East, is the city with the highest leadership ratings (12.24%), reflecting the region’s industry rankings. London secures the second position (11.10%), while Bristol takes third place (8.79%) with a strong presence in HR, technology, and consulting sectors. Aberdeen, Scotland, takes last place for its low percentage of 4.5-star ratings (4.36%).

Looking outside of England, senior leaders in Northern Ireland inspire the least amount of enthusiasm; their organisations have the very lowest percentage of 4.5+ star scores at 5.24%. The same goes for leaders in Wales where only 5.88% of organisations received top scores for their leadership teams.

Finally, workers in Sunderland are the most indifferent, inspiring neither enthusiasm nor much anger towards their management team.

Leadership, News, Research

Employees in HR, consulting, and tech report highest satisfaction with senior management

  • New research reveals industries with the highest and lowest leadership approval ratings in the UK, according to employee reviews on Glassdoor
  • Leaders in Human Resources have the highest proportion of staff enthusiastic about their leadership, with both HR & Staffing and HR Consulting in the top 2 for ratings above 4.5 stars (out of 5 stars)
  • Sporting goods store employees are the least satisfied with their management teams with the highest proportion of workers scoring their senior management team 0-1 stars (8.11%)
  • The North East & Cumbria revealed as the best UK region with 11.90% of companies receiving at least 4.5 stars in their Glassdoor senior management reviews

New research by Leadership Dynamics, a proprietary leadership analytics and evaluation platform powering The LCap Group, has shed light on which industries and areas in the UK have  the highest and lowest leadership approval ratings according to their employee reviews on Glassdoor.

Research shows employees in Human Resources & Staffing are most likely to be extremely satisfied with their leadership teams, with 35.06% of all companies in this sector holding a 4.5 stars employee rating or higher for senior management, taking the top spot in the industry ranking.

HR Consulting comes second, with 22.7% of company leaders proving popular amongst staff. These results suggest that HR leaders possess a unique understanding of how to effectively lead and motivate their teams.

The top 10 industries in the UK with the highest proportion of 4.5 star ratings for senior management are:

  1. Human Resources & Staffing (35.06%)
  2. HR Consulting (22.70%)
  3. Internet & Web Services (17.79%)
  4. Enterprise Software & Network Solutions (17.01%)
  5. Information Technology (15.56%)
  6. Business Consulting (15.32%)
  7. Management & Consulting (15.27%)
  8. Advertising & Public Relations (14.88%)
  9. Information Technology Support Services (13.87%)
  10. Financial Transaction Processing (12.34%)

Reviewing the opposite end of the ranking, Sporting Goods Stores and Department, Clothing & Shoe Stores are at the bottom when it comes to favourable ratings – ratings above 4.5 stars being at 0.98% and 1.52% respectively. Sporting Goods Stores perform particularly badly, taking both first place for their high share of 0-1 star reviews (8.11%) and last place for 4.5+ star reviews (0.98%).

In fact, the study shows employees at Sporting Goods Stores are 8 times more likely to give a 0-1 star score than a score over 4.5 stars, with a large number of their disgruntled workers located in the South East and Wales.

Furthermore, industries involving manual labour, such as Building & Personnel Services, Agriculture, Taxi & Car Services and Security & Protective have seen significant dissatisfaction among their employees, with a high percentage of 0-1-star reviews.

Senior management teams within the public sector, including Primary & Secondary Schools, National Services & Agencies and Government & Public Administration also perform poorly with their low proportion of 4.5 star ratings and above.

Samuel Robberts, Chief Strategy Officer at Leadership Dynamics, commented: “Running a successful organisation goes beyond effective administration. Leaders establish the vision of the company and have the power to bring people along with them to achieve it. They drive change, resolve conflicts and inspire their workforce. And that workforce’s opinion of senior management is influenced by a confidence in their effectiveness and the environment they promote within the workplace.

Leadership teams can improve both their organisational effectiveness and their employee engagement at the same time, but first they need a clear and objective understanding of their strengths and areas for growth.

Using behavioural evaluation tools, like the PACE assessment, will help companies identify weaknesses in leadership teams and how to overcome these, whether it be via a new senior appointment or developing a new leadership development programme.”

Regionally, The North East & Cumbria stands out with the highest proportion (11.9%) of workers that are highly satisfied with their management teams. Similarly, London boasts the second-highest approval ratings (11.10%), primarily driven by industries such as HR & Staffing, HR & Consulting, and Enterprise Software & Network Solutions. The South West follows closely, displaying a similar trend with HR & Staffing and HR Consulting leading the charts.

Middlesbrough, a relatively small city in the North East, is the city with the highest leadership ratings (12.24%), reflecting the region’s industry rankings. London secures the second position (11.10%), while Bristol takes third place (8.79%) with a strong presence in HR, technology, and consulting sectors. Aberdeen, Scotland, takes last place for its low percentage of 4.5 star ratings (4.36%).

Looking outside of England, senior leaders in Northern Ireland inspire the least amount of enthusiasm; their organisations have the very lowest percentage of 4.5+ star scores at 5.24%. The same goes for leaders in Wales where only 5.88% of organisations received top scores for their leadership teams.

Finally, workers in Sunderland are the most indifferent, inspiring neither enthusiasm nor much anger towards their management team.

Leadership, Mental Health, Mental Health at Work

Mental Health Awareness Week 2023 (15-21 May): Top tips for C-Suite execs on managing burnout

Mental wellness is high on the agenda for company leaders these days, thanks to a new culture of openness in discussing mental health. Ensuring all team members are supported, and fostering a culture to ensure happiness and wellbeing, can take up a lot of C-suite time and attention, and rightly so.  But who looks after the leaders?  With Mental Health Awareness Week from 15-21 May, ECI talked to some of its portfolio management teams to gain their tips on how C-Suite Execs can avoid burn out.

Joanna Swash is Group CEO of Moneypenny, a global leader in outsourced communications. Joanna had a meteoric rise since she was recruited as Moneypenny’s first sales person in 2005, and today she manages a business that has grown to employ more than 1,200 people, and that has become a leader in telephone answering, live chat and outsourced communications across the UK and the US.  Achieving this success has not been without some challenges for Joanna, who has also observed the pressures felt by leaders of many of Moneypenny’s 21,000 businesses clients in the UK and US, which range from large corporates and Magic Circle law firms to estate agents, vets and small businesses and everything in between.

Joanna comments: ‘Everyone expects business leaders to be invincible, and in this country, there can still be the belief that if you are in charge, you need to maintain a stiff upper lip and get on with it and that stress is surely part of the deal?  However, we all need to remember that business leaders can also suffer from the same anxieties experienced across all levels, if not more so, as they carry a weight of responsibility.  And this is on top of the usual business worries about making a profit, hitting growth targets, managing headcounts and more, so I think business leaders also need to take the time to think about their own mental wellbeing and to nurture it like looking after a plant – watering little and often.’

 

Naz Dossa, CEO of Peoplesafe, the world’s largest provider of personal safety technology, started his career in banking and has held numerous leadership positions across the Telecoms and IT sectors. He comments: ‘As the saying goes, ‘it can be lonely at the top’, so when faced with the pressures of the role, there isn’t always someone to share those experiences with. That’s why it’s essential to have a good Chair and senior team around you, where you can have open conversations about the challenges facing the business. Connecting with the team beyond work is also important, as it makes it easier to be open and recognise in each other the symptoms of burnout and talk openly about that. As well as this, one of the main tips is to make sure that there is always time in the week to fully switch off and be away from work.  For me, having a hobby or two that helps to destress has been key to that.’

 

Here are a series of tips from the leaders ECI spoke to on managing stress and avoid burnout:

  • If I were to write a letter to my 20-something self I would say: ‘Be bold and be kind to yourself.    Remember that if you work at Ferrari pace, then you should also have Ferrari brakes – know when to stop and when to have some fun.
  • Admit when you need help. No-one is perfect, and no one knows everything. It is not a weakness it is a strength to be able to admit this. There is no space for the ego leader and your mental wellbeing will suffer if you try to be one.
  • Don’t be ‘always on’. We talk a lot about availability and making sure businesses are open when clients need them, but when you think of senior leaders, there is value in being unavailable too. You need to ring-fence time for quiet head down working that is so important to productivity and to achieving a feeling of accomplishment and control. Also it’s a good idea to simply ‘switch off’ devices for 15 minutes each day.
  • No individual is an island. Self-belief is a choice, and with it, anything is possible. Believe and trust yourself. People generally want you to succeed. Be realistic but optimistic, and surround yourself with a great team and lean on them when you need to.
  • Create your own path. Burnout happens when you feel you out of control, with no choices available to change things.  There are always choices, and it can help to share decisions when you feel you can’t see the wood for the trees.
  • Independent support can be hugely helpful too, so pour out your worries to a friend or a non-exec you can trust, over a pint or a glass of wine in the pub, or during a dog walk.  They are bound to have a different, and even an unexpected, perspective on things.
  • Take a break. On a day to day level I’m a big advocate of the power of walking – just a 10 minute walk outside in the fresh air gives me renewed energy to come back and face a difficult brief or something tricky.
  • Bury your pride. It’s really important to keep talking and not internalise problems, as this is the key to managing mental health.  Try to spot any problems and deal with them before they escalate, and don’t be afraid to seek professional help if you need it.

 

David Ewing, Managing Partner at ECI Partners, comments: “When you’re operating in a fast-paced environment, as so many C-suite are, it can be very easy to put your mental health on the backburner while you tackle the day-to-day. Investing in your well-being is valuable time spent, whether it’s talking openly about stress with those around you or ensuring you have something which helps you to switch off. As your business evolves, you will need to develop new tactics as it scales to ensure you not only grow with your business, but that you.”

HR, Law, Leadership

How can businesses navigate ongoing economic headwinds?

Written by Sharon McDermott, co-founder and managing director at Trenches Law

The word of the year for 2022 may have been a cocktail of gaslighting, goblin mode and permacrisis, but we think the best way to describe it would be ‘unpredictable’. From changing leadership to conflict and COVID, we all deserved a pat on the back for getting through it.

Despite turning over a new leaf as we headed into 2023 with optimism, it soon became apparent that the new year wasn’t going to be plain sailing either. Amongst many things, the UK found itself in the midst of an unprecedented cost of living crisis.

Perhaps one of the most notable changes in the world of work was the continuation of remote and flexible roles — with a landmark law passed in December, which grants employees the right to ask for such arrangements from day one.

This resulted in many employers re-evaluating their physical spaces. Indeed, at Trenches Law, we have since closed down one of our buildings to protect staff from spiralling commuter costs. But for others, the office is a safe haven – protecting them from taking video calls in dressing gowns, and helping them to keep energy bills down at home.

So how can we redress the balance and look after our staff in such a turbulent economic climate?

Nurturing the top talent

Rising inflation means many staff are seeking more competitive salaries — particularly in the telecoms sector. This understandably puts managers in a tricky position. At Trenches, we’ve introduced a 5% pay rise for all staff, but we also understand that employee welfare goes well beyond salary alone.

With this in mind, it’s about introducing supportive measures to nurture the workforce. This starts with offering flexibility – particularly around remote working. Some employees prefer to avoid the commute, while others may rely on the energy savings or the social interaction in the office. We need to encourage a culture of communication that supports both.

It’s also important to remember that this is not necessarily about 9-5 or 10-6. It’s about empathising with staff and accommodating their needs – for example, allowing time to pick children up from school and reduce childcare costs, or finish an hour early if they desire, and make up time another day.

Checking in with teams

A culture of communication also means ‘checking in’ on your teams. Whether this is a weekly virtual call or a one-on-one in the office, it’s essential that people feel acknowledged and valued. We’re proud to have introduced access to mental health first aiders – trained, impartial third parties in whom staff can confide, particularly if they feel like they cannot speak to their colleagues.

There are also the ‘little things’ that make a big difference. Keeping personnel motivated while watching costs can sound like a balancing act – but it doesn’t have to be. The smallest gestures can aid productivity and put a smile on the faces of those in your team.

For example, we sent all our staff a tea-themed advent calendar, helping them to keep warm throughout December. We also offer our employees the freedom to go to the gym during the day — not least because off-peak memberships are often cheaper and gym floors are less crowded. Plus,  exercise produces endorphins that help us keep on top of our mental health through tricky times.

Taking a long-term view

While we may be facing a cost-of-living crisis right now, it’s important to make long-term changes, not simply pay lip service. We’ve already seen the benefits of long-term remote working post-COVID. We’re going to keep our staff motivated with these gestures, and this starts from the moment they’re hired.

Trenches Law offers a fully-funded apprenticeship programme, providing accessible training to new starters. For existing staff members, we also have a paid-for learning and development programme, allowing teams to pursue a vocational qualification at no cost.

Again, as business leaders, we need to view this with a long-term lens. While there are associated costs with learning and development schemes, retention rates can improve by up to 50% with strong learning cultures. Remember that the average cost for hiring a new staff member starts from £3,000 – and that’s not accounting for training or other HR benefits. The longer we can hold onto top tier talent, the better our bottom lines.

Above all, have faith

We are all feeling the pinch right now and emotions will be running high. That’s why it’s so important to invest both money and time into your workforce – and your support is underpinned by confidence. Show your employees that you trust them to choose their own schedules or pursue new learning opportunities. They don’t need to be micro-managed.

We have all seen the headlines showcasing the consequences of poor staff practices recently. From mass firings to resignations and even strikes, the fate of our businesses lies in our people’s hands. We cannot underestimate the importance of looking after our teams.

So, what can you do as a manager? By offering a flexible and personal approach, you’ll help your teams feel included and valued, wherever they’re working. The cost-of-living crisis may be a temporary situation, but a company culture lasts a lifetime.

Trenches Law is a telecoms law specialist. Find out more.

L&D, Leadership, News, Training

Research: workforce and company learning needs don’t align

  • Nearly half of employers think their employees want leadership training; yet just 32% of employees say they want it
  • 46% of employers think their employees want to learn digital skills, yet just 28% actually do
  • 28% of employees want teamwork and management skills, while 42% of employers think their employees want this
  • Mismatched skill goals indicate serious underlying issues for employers and employees

Employers are failing to clearly communicate their company vision and understand the learning needs of employees, according to a report from GoodHabitz, the digital learning provider. Its research shows that 49% of UK employers think their employees want to take leadership training, for instance, yet only 32% of employees agree. In another example, 28% of employees want to learn about digital skills yet 46% of employers believe employees want to learn about this capability.

GoodHabitz surveyed 13,000 employees across Europe, with over a thousand in the UK. The research also included views of over 2,600 senior learning and development decision-makers, with over 400 in the UK.

The aim of the research was to uncover beliefs from employers and employees about personal development. It asked UK employees about the skills and capabilities they wanted to develop and for comparison, asked employers what they thought employees wanted. The results showed that, across all skills and capabilities, employers believe their workforce wants particular training programmes more than they actually do..

Tim Segers, UK Director of GoodHabitz, said:

“The mismatch we are seeing in our research indicates a serious underlying issue for employers and their employees. Training decision makers – HR, Learning & Development and business owners – identify the need for certain skills based on goals and objectives of the organisation. Yet if employees don’t find those skills or capabilities important to pursue, or if they are missing the ‘why’ or a growth mindset, it creates a disconnect.

“Indeed, employees who don’t engage with learning offers may see career progression affected. This skills gap might not be uncovered until annual reviews are done, leaving employees in a place where they haven’t achieved the objectives set for their specific roles. Our research also found that 70% of UK employees agree they would be happier in their current roles if they had further personal development opportunities.”

When identifying the areas where employees want to develop themselves further, digital skills, teamwork and management, communication and language, as well as Excel courses stood out the most. The report shows that the difficulty lies in clearly distinguishing between what employees want to learn and what they need for their actual job role and career progression.

When thinking about the approach organisations must take to bridge the learning gap, Segers explained:

“The employer might need to refresh. Getting employee buy-in to the organisation’s and their department’s vision and mission can bring a great alignment of training needs. If learning new skills is not a priority for the organisation, then it is unlikely to be taken seriously by the employee.  Learning must be prioritised by both the employer and employee for learning to flourish – and to be pursued by both entities they must want to move ahead in the same direction.”

The GoodHabitz Personal Development at Work Report is available to download here.

GoodHabitz is featured in Training Industry’s 2022 Online Learning Library Companies Watch List.

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About GoodHabitz

GoodHabitz, founded in 2011 in the Netherlands, is a leading European provider of E-Learning solutions. By offering engaging and fun online courses, from soft skills to digital skills and languages, GoodHabitz contributes to the personal development of every employee. Various engaging learning formats make sure that the content is accessible and enjoyable for everyone. Coaches help to establish learning cultures in the organisation and all that for one fixed price. Currently, more than 2,500 companies, like Puma, ADAC or DEKRA upgrade their workforce with GoodHabitz. More than 400 employees are working for GoodHabitz in offices all over Europe. Please visit the website www.goodhabitz.com for more information.

HR, HR News, Leadership, News

73% of HR Shared Services leaders do not feel that an HR qualification is a prerequisite for an HR adviser role

  • 25% agreed they regularly source talent from non-HR backgrounds
  • In the past 12 months, 59% of new joiners were from a Customer Service background, followed by Operations at 57%
  • Despite that, the majority of HRSS leaders (75%) are looking mostly within HR for talent

HR qualifications are not a requirement when it comes to hiring for an HR adviser role, according to 73% HR Shared Services (HRSS) leaders in some of the largest global organisations.

In fact, 25% have looked beyond the standard HR pool in the past 12 months when sourcing new talent, with over half of new joiners coming from a Customer Services (59%) or Operations (57%) background.

The research of senior, strategic leaders of 44 global businesses, 82% of which employ up to 50,000 people, was conducted by LACE Partners, an HR consultancy supporting major employers with HR transformation, technology advisory, change and adoption.

Emma Leonis-Hughes, Executive Client Director, HR Transformation at LACE Partners, said:

“It’s interesting how being customer-centric and adapting customer service skills has become a common theme for many HRSS leaders.

“For example, our research also found the top three skills HRSS leaders require in 2022 – following on from continuous improvement (91%), 68% stated that customer service is essential to improve the employee and manager experience, whilst data interpretation and analytics was a priority for 57% to support digitisation and automation. As HR Shared Services teams look at developing people in their teams that can act with more of an analytical rather than transactional mindset, this shifting profile of person required in a successful HR Shared Services Team will become more and more prevalent we believe.”

LACE’s research also found the most important behaviours required from HRSS teams. By far the highest response was a customer-first mindset, with 77% of respondents agreeing. Resilience, being a trusted adviser and big picture thinking are also important mindsets, with 55%, 52% and 45% rating these as essential.

Leonis-Hughes added:

“Whilst HR qualifications are not a prerequisite for HR Shared Services jobs, there’s still a tendency to look within HR for talent, with 75% of leaders confirming it. Given that only 14% of organisations believe they need to change their talent sourcing strategies, it begs the question – are we, as an HR profession, being bold enough? Time will tell.”