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Boosting Energy Levels in the Post-Pandemic World

Your team’s energy levels have a significant impact on productivity, and after 16 months of lockdowns and remote working, energy levels are at an all-time low.

Now, as summer heat rages on and your people get ready for holidays abroad, schools being closed, and time off work, you may have noticed an even greater lull in their enthusiasm and energy.

The HBR article ‘The Pandemic is Widening the Productivity Gap’ suggests that energy was the hardest-hit productivity indicator during the pandemic, having rippling effects on engagement and employee retention. Maintaining high energy levels is essential for productivity and ensuring you get the best out of your team. You need to read your team’s energy levels, listen to them, and take actionable steps to bring everyone back up to scratch. 

This can have a tremendous impact on their mental health, engagement, resilience, and overall joy about their work. 

Here are 5 ways you can reinvigorate your team and boost energy levels:

1. Encourage rest and recovery

Many have worked non-stop for the last 16 months, rarely taking sick days or even holidays due to remote working. Remind your staff that just because they are working from home, it doesn’t mean that they cannot take time off or be ill. Many are feeling a constant pressure to work, and it has left many of us beyond burnt out. 

2. Be compassionate 

Everyone has had a challenging year, and grief surrounds so many things. Grieving over lost loved ones, lost special memories and occasions, or even just the lives we had before the pandemic. As a leader, you are surely grieving personally as well. Be sure that you are empathetic, compassionate and understanding of how your team feels and provide a safe space for them to express their feelings. It’s vital that everyone feels comfortable saying when they just aren’t coping well. Communication is crucial, and how you communicate as a leader can have a considerable impact on employee energy levels.

3. Reward and encourage employees 

According to The Achiever Workforce Institute and a recent study, 35% of employees said that more significant appreciation of their work would help them feel more supported during COVID-19. This directly impacts engagement and, subsequently, productivity. We know times are tough for many businesses but ensure that you are letting your employees know that they are valued and their contributions matter.

4. Provide resources and opportunities for staff to take care of their physical wellbeing

Your physical wellbeing directly impacts energy levels. So providing resources and time to allow your team to take care of their wellbeing can help prevent burnout and keep them motivated. Giving them space and time in their otherwise hectic lives to restore work-life balance and take care of themselves. Physical wellbeing has a direct impact on mental well-being, and a mentally resilient workforce is essential for productivity, 

5. Invest more in people 

Time is finite, energy is not, having your staff work long, gruelling hours does not benefit your company or your team. On the contrary, it leads to disengaged and burnt-out employees, as they invest considerable quantities of time instead of effectively and efficiently directing that time. By investing in upskilling, training, and supporting your team, you ensure that they are putting in quality time to get tasks done. 

Belonging in the Workplace: Getting inclusivity and allyship right beyond pride

As pride draws to a close we thought we would sit down and write this blog on how we can continue all the positive intentions and activism that occurs during June throughout the year. As pride is more than just a flag-waving exercise it’s a celebration of how far the LGBTQ+ community has come and how hard they have fought as well as a reminder that there is still work to do particularly for our cis and hetero allies. 

Pride is not just a month, Instagram post, story repost, or blog (we know ironic) but a genuine approach to how you wish to operate and the future you envision living in. Creating a truly inclusive workplace is beyond just diversity – it is about belonging and ensuring that your colleagues and employees can be their most authentic selves at work. According to HBR letting people be themselves is one of the sure-fire ways to get on the path to creating the best workplace on earth. Nurturing individuality does more than just support the mental health of your employees but can drastically change workplace culture for the better. 

This takes us back to the conversation our founder Cate Murden had last year with futurist Adah Parris on Creating Cultures that Enable Peak Performance. We need to move beyond budget and time with regards to matters of Diversity and Inclusion and focus on belonging. 6.5 million people feel that they cannot bring their whole selves to work and 43% of those people feel like their colleagues don’t really know who they are according to a 2020 Mental Health First Aid Report. We spend at least 8 hours a day in the workplace – so being seen and heard SHOULD definitely matter and be at the forefront of our minds when looking to build a thriving workplace. 

Here are our 5 tips for how you can carry the spirit of pride forward with you over the next year.

1. Allyship is more than just waving a flag once a year.

Remember to carry the spirit of pride with you each and every day. Coming all out in support of LGBTQ+ rights once a year doesn’t battle homophobia or the hate crimes and discrimination members of that community face daily.

2. Lean into discomfort 

Interrogate your organisation and identify what changes are needed and build them into a long-term actionable plan. Rather than a few diversity and inclusion exercises once a year, build a strategy to make your workplace more inclusive that is actionable and worked on throughout the year so that your LGBTQ+ employees feel valued and taken care of day after day.

3. Have a dialogue with your LGBTQ+ employees 

Make sure that your LGBTQ+ employees feel like they have a safe space in which they can express their concerns over treatment and be included in the conversation about the aforementioned actionable plan. Diversity and Inclusion is not a top-down exercise it is a collective effort.

4. Educate yourself

If you’re a leader or frankly anyone and everyone should educate themselves about the trials and tribulations of the LGBTQ+ community. The best way to battle ignorance is to educate and the best way to do that is to be informed by the real lived experiences of LGBTQ+ individuals. 

5. Respect people’s boundaries – empathy is key

Members of the LGBTQ+ community are first and foremost human and individuals. Respect their personal boundaries. Everyone is at a different stage in accepting or understanding their sexual or gender identity. Not all questions are okay nor are jokes, if you have to think twice about it, you may be in need of reevaluating your biases.

Random Acts of Kindness

Sometimes it’s the smallest acts that make the biggest difference.

February 17th is Random Acts of Kindness Day, the perfect opportunity to reconnect and reinvigorate. At the moment, life might be feeling a little less hopeful than usual; we’ve had many of our freedoms and chances for connection taken away from us. If you’re feeling isolated and disconnected, why not try putting some positivity back into the world?

Although we don’t necessarily need a formal day to spread kindness, emphasising this day can help encourage us to break up our everyday routines and do something special for someone else. 

You never know what someone might be going through at any given moment. No matter how small your act may be, the impact might be immeasurable. The feeling of doing something kind for someone else might just shift your mindset too. 

Research has shown that doing something for someone else creates more feel-good chemicals than if someone did something for us. When we spread kindness to others, our bodies actually produce hormones such as serotonin, oxytocin and endorphins that can boost overall wellbeing and health.

Small acts of kindness can also remind us that we are not alone. These can come in many forms, whether through big displays or small gestures, how you choose to be kind is up to you. 

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This year get creative.

We may not be able to see people face to face, but we can still show people we care about them in other ways. An act of kindness can be as simple as checking in with someone, letting them know you’re thinking of them. You never know how much a seemingly insignificant message can change a person’s day. We all feel a bit alone and fed up at the moment; being kind reminds us we are in this together. 

Some Pandemic Friendly Acts of Kindness:

  • Send a funny meme or memory over email or text.
    Receiving a reminder of a memory could remind someone that there is life outside the pandemic and that we will get to see each other soon. This could be the nudge of hope they needed to get through the day.
  • Send flowers
    To yourself or someone else, who doesn’t love receiving a spontaneous bunch of flowers?
  • Leave a good review
    Businesses right now are struggling; a good review can help.
  • Gift your favourite book
    Gifting someone your favourite book can feel like you are giving them a small glimpse of you, it can help you feel connected in times when you can’t see each other face to face.
  • Help out in the kitchen.
    If someone in your family always does the cooking, why not offer to take over today, or simply offer to chop the veg, or do the washing up?
  • Gift a class
    This could be a breathwork class, or perhaps you have a friend or sibling who loves yoga or a HIIT session, this will undoubtedly brighten someone’s day.
  • Be kind to the planet
    Have a plant-based day, use a travel mug for your morning cup of coffee.
  • Shop local
    Smaller businesses are suffering, try offering support by choosing them over your local Tesco today.

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Be Kind to You

As we are spending more time alone this year, what better an excuse than to be kind to ourselves? Only when we take care of ourselves can we truly begin to take care of others; you can’t give from an empty tank. Maybe today can be a day of self-care for you – run a bubble bath, cook yourself something you love, put you first. 

The list of things we can do for others and for ourselves is endless, and the effects are immeasurable. If you do just one kind thing today, we guarantee it will leave you feeling brighter and more connected than where you started. 

For more information on Random Acts of Kindness Day visit https://www.randomactsofkindness.org/kindness-ideas


F*ck Plan B: An Interview with Dominic Monkhouse

Today we’re talking to Dominic Monkhouse, founder and MD of business coaching firm Monkhouse and Company. Dom has many years’ experience working with a variety of firms, particularly in the tech industry, to help them understand their workplace culture and scale up their businesses to deliver considerable growth curve.

Dom is the author of a new book, ‘F**k Plan B – How to scale your technology business faster and achieve Plan A.’ The book outlines his highly profitable approach to scaling-up, and is a must-read for all tech CEOs who want to achieve consistently high levels of growth year-on-year.

Welcome to the PUSH blog, Dom. First, can hear a little about your background?

Sure. I did a degree in agriculture then joined the Marks and Spencer graduate trainee programme. Later I went into the pharmaceutical industry because I wanted to learn how to sell, and after a stint in IT and CRM development I took over the running of Rackspace. When I joined we had few staff and fewer customers but I took it to 150 people and £30 million turnover. A few more scale-ups followed and in 2014, following the birth of my daughter, I decided to work for myself. At first I called myself a business consultant because I thought the term ‘coaching’ was a bit ‘Kum-Ba-Yah’, if you know what I mean! Then I realised that coaching was what I was doing and I embraced the term. Now I’m most definitely a coach, and clients like me because I’ve sat where they’re now sitting. I’ve been there, and I couldn’t do what I do now if I hadn’t.

What particular skills do you bring to your coaching philosophy?

I like the approach outlined by Verne Harnish to scaling up, which is Strategy, Execution, People and Cash, and if I have pick two that I feel are ‘mine’, it would be Strategy and People. Right the way back to my days at M&S, my success has been around hiring and motivating people, and if you have the right strategy and the right people the execution and the cash will be taken care of. I honestly believe that.

Do you apply the same principles to every firm you work with?

One of my guiding principles is to look for clients whose CEO is humble enough to know that they don’t know everything and are curious enough to want to learn more. That’s my ideal client; the person who will feel consciously incompetent while we’re working through the change period but will be prepared to stick at it and put in the hard work because they are committed to change. This isn’t easy because many people don’t like to feel out of control but if you work at it the rewards will come.

At what stage do firms approach you for help?

It’s usually at the stage when a CEO has a problem and they’ve got to the point where they don’t believe they can solve it without help. They look for answers, and maybe find some of my content online and if that catches them and they see the potential of what I can do, they reach out for solutions to their problems.

What kind of problems are we talking about?

Quite a lot is around company culture. It also could be organisational structure and difficulties with scaling up.

What are the most common roadblocks in the way of achieving growth?

There’s often a roadblock around talent. If, for example, you have a start-up you often end up with a whole team of multi-disciplinary players and as the business grows the guy who had six jobs and could hold them all down is now not good enough at each one of them to be a main player. So that can cause tension. Or as the business was scaling the top salesperson because sales manager or development guy became head of development. So people are moving into management jobs because they are great at their functional skill, but not at management, and that can cause real difficulties. 

Let’s turn to your new book. Tell us more…

This book is about people and culture, and achieving ‘Plan A’ is about getting the right people. Jim Collins says it is about getting the right people on the bus and knowing where that bus is going. I think that’s true; for me, that is Plan A. I really believe that if you have the right people and you know where you’re going, you can sort out everything else along the way. And the best people don’t need a lot of management. That can be a shock for the management team to hear! Often I sit down with an executive team and I say, ‘Think of your best people and describe them in comparison to your average staff.’ And hear the words ‘proactive, self-starting, not needy’ etc. These people aren’t being paid higher salaries than anyone else, yet can be 2x, 5x, 10x more productive. So these are the people we need to look for, because if we have them we can then focus on finding customers and servicing them, rather than micro-managing the team. That’s what’s important, and often it can be a relief for the exec team to hear this.

In the  book you have five core principles for business success…..

Yes. The first is that the customer is king. If we don’t have customers we don’t have a business. Smaller firms have fewer problems with this but when they get big they often lose sight of who core customers are and what they want. It’s surprising how many firms pay lip service to the idea of customer as king and have built systems that their customers find difficult to negotiate. Then somehow, the customer becomes someone seen as hard to deal with or even as a kind of ‘thief’! So having clear definition of this is vital.

The next point is default transparency and honesty. For example, I often to say to firms, ‘Be honest, and share details of every person’s salary’. Some are OK with that, others are horrified and tell me that if they share details, their staff will know that the pay structure is unfair. So solve the unfairness situation! The fact that you know it isn’t fair and you haven’t resolved the problem and you think people haven’t worked out means you’re being disingenuous.  Sort it out.

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Thirdly, there should be diversity in recruitment. Every single time I’ve gone out of my way to hire in a more diverse way we have ended up with different ideas and a better business. I think that principle of diversity for the sake of diversity is a good one. Some of the best people I’ve hired would’ve been off the radar of every other recruitment process. I hired a guy who ended up being my head of networking – he hadn’t finished computer science degree, was running a pub and no-one would touch him. I hired him because I loved his passion and energy, and I knew we could sort out the education certification later. And I’ve hired great people from Eastern Europe whose English hasn’t been perfect and no one would hire them for that reason. I hired a person who ended up running our internal IT security and his CV was handwritten on biro on pages torn from a  school notebook. Most people would’ve thrown that in the bin because he hadn’t typed it. I love looking for the talent that other people are knocking off the table. So you need to go the extra mile when you look for innate talent.

The fourth point is to think about small teams. A small team is a bit like a scout patrol; everyone knows what’s going on, what everyone else is doing, and everyone is accountable. When you’re talking about a team of 150 no-one seems to know what’s going on, there are passengers all over the place and we’re in silos. Customers find big teams hard to navigate and hate it when they’re passed from department to department. So you need to concentrate on building small teams to service small groups of customers. Customers and staff love it because there is transparency and accountability. You’re building a business out of blocks of customers and that has been incredibly successful for me. 

Finally, managers should think like business coaches. Often I ask people about the work they’re most proud of. When they’ve considered that, I ask them to put their hands up if they were managed by their boss to do this. And no hands ever go up! People do their best work without managers, therefore managers need to be coaches, knowing what a great day at work looks and feels like. No one has ever been to the Olympics without a coach, and professional sports teams have loads of them. The manager shouldn’t be telling you what to do and checking the homework. They should be there to help the employee doing a good job to do even better. 

Why is having a big idea – what Jim Collins describes as a Big Hairy Audacious Goal (BHAG) – so important and is it possible to have this without a clearly defined purpose?

Yes and No! Jim Collins researched companies which did well and which didn’t, and what he was struck by was that companies that outperformed the benchmarks he was tracking had this 20/30 year vision of where they might be. They had a concept, they asked themselves, ‘What are we passionate about, what can we be the best in the world at and what do we make money from?’ And the BHAG is, ‘Where could that take us in 20 years’ time?’ So having clarity around these concepts is vital. Either think small, which is fine, or believe you can change the world, have a vision and show your staff where the company is going. If we want to get people on the bus we’ve already mentioned, we have to make sure the destination is attractive. No-one wants to go on holiday to Scunthorpe!

[mkd_blockquote text=”‘What are we passionate about, what can we be the best in the world at and what do we make money from?’ And the BHAG is, ‘Where could that take us in 20 years’ time?’ ” title_tag=”h2″ width=”75%”]

Finally, in the age of the pandemic and what is undoubtedly a challenging period for businesses of all shapes and sizes, are the principles you’ve outlined in your book applicable to the situation businesses are facing now?

Thinking about clients I work with who are thriving, not just surviving, I would say that the common factor is that they are all customer-centric. If you know your core customer and you’re serving them effectively, you are in a good position to be able to pivot. Your customer hasn’t changed but perhaps their thinking has, but if you’re aware of that you can pivot according to changing needs.  I think it’s also important that the CEO has a growth mindset. One of my clients is a digital agency and they furloughed a few people during lockdown, but not most, and they’ve worked hard to reposition the organisation, double down on sales and have had some amazing client successes. One of their clients was 100% offline before lockdown and they’ve got them to 90% online revenue during lockdown. In contrast, one of their competitors furloughed everyone for 16 weeks and is just coming out of hibernation now – so which of those businesses will be in better shape by Christmas? The growth mindset, even in tough times, is fundamental. You can only create value for your clients if you really understand them, and if you do that you can charge more and therefore run a more profitable business that allows you to be successful. People who are fearful are going to try to cut prices to attract customers, which will decimate their profitability and they’ll spiral to disaster.

At PUSH, we take pride in thinking outside the box for our clients and our shared mission to improve the wellbeing of their employees. If you’d like to speak with us about developing an initiative for your team, get in touch – we’d love to work with you.

Sharing our stories at work

Nancy is CEO at Duarte Inc, a 115 person design firm based in Mountain View California that works with some of the world’s biggest companies. And like most teams right now, Duartians – for that’s what they call themselves at Duarte – are working from home. On a chat recently Nancy told me, “You pop in late to a meeting and everyone is telling a story – of what happened that day or the week before. It makes you bond, it makes you strong. If we didn’t have that storytelling culture, I don’t know how we’d be so knit together like we are right now.”

Sharing stories at work is key to building cultures that support loyalty and growth. And a story-sharing culture starts with team members telling something of themselves during video calls like those at Duarte and, of course, in the thousands of other companies around the world now using online tools to get connected.  

It’s the person that matters.

Sceptics might question why it’s important to share personal stories with co-workers – what do they have to do with what goes on in the 9–5 of an organisation? But sharing personal stories is a fast-track to a better understanding of each other, and that reinforces a sense of trust as well as building respect. 

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Sally Croft joined Ericsson during lockdown, so she’s had to get to know her team without having yet met a single one of them in person. Sally implemented her own story-sharing ritual by hosting a virtual ‘fika’ session, a Swedish ritual where teams get together for coffee and cake in order to get to know everybody. In these sessions, chat about business is strictly off-limits. “The more open you can be with your team, the more that you’ll get that back,” Sally told me recently. “Sharing our stories on what really matters has been a great way of onboarding – I’ve got to know my team members more quickly than I may have otherwise.” 

We’re sociable animals after all. Few of us will sit with friends sharing mathematical formulas. We share stories because they have the power to connect us. Scientist Paul J Zak has conducted research which shows that stories generate oxytocin, the chemical associated with empathy. Stories create an emotional engagement between us.

Over the last few months our work lives have undergone a seismic shift. Our personal and professional lives are more meshed together than ever. We all have a window into each other’s homes, glimpsing kitchens, dining rooms, pets, flatmates and children as we join in our company’s video calls. It’s more relevant than ever to start sharing those personal stories so our connections get a deeper insight into who we are. 

There is a thirst for hearing about what’s going on, and also what’s going well. We need stories to garner our shared experiences and connect emotionally with others.

Sharing something about yourself in a work context adds colour to your conversations and connections, brings your roles and responsibilities to life and builds engagement. It makes the world of work more human. When that personal side is absent, we’re missing a huge opportunity to engage on a deep level with others. 

There are no crystal balls to give us clarity about how our organisations will look in 2021. We don’t yet know the shape of the new world of work. But one thing is certain: storytelling is an important vehicle for leaders and their teams. If you’re looking to replicate the success of leaders like Sally and Nancy, cut a slice of their cake and start by establishing some rituals.

Ian Sanders is a storyteller and creative consultant. He has toured his Power of Story keynote to audiences ranging from The European Court of Auditors in Luxembourg to Amway’s European awayday in the foothills of the Bavarian Alps. He’s run in-house storytelling sessions for clients including Black Sun plc, Equifax, Tektronix and Thomas Cook Money. For the BBC Ian designed and delivered a popular 18 month series of workshops for journalists from around the world.

5 Team Performance Insights That All CEOs Need To Know

Putting people first: The simple answer to a complex problem. PUSH was among those leading the discussion on how we can work better at the recent Getahead Festival in London.

The Getahead Festival, which took place on Friday 14 June in London, is on a mission to help a billion people positively impact their lives in the next 25 years. This absolutely chimes with PUSH’s objective: “To make sure that no one ever feels like they are just existing, or that they dread work”, so we were delighted to be Getahead Festival’s official Work Better partner this year.

We assembled a panel of some of the best minds across mental health and wellbeing, people management, diversity and inclusion and technology to answer an extremely important and pressing question: How Do We Work Better?

We are working more hours than ever but UK productivity continues to lag behind that of the other G7 nations. The country has also seen a 40 per cent increase in mental ill-health over the past 20 years which undoubtedly has an impact in areas such as absenteeism and performance. The figures show that something clearly isn’t working and this situation cannot prevail much longer.

Our panel put forward a vast range of views pertinent to this discussion, including: is tech slowing us down rather than speeding us up?; are we using the right language around mental health?; and would working less hours actually make us more productive?

We came to a number of conclusions but there was one overriding message: putting people first makes them happier and more productive. Based on our discussions, we’ve put together 5 team performance insights that all CEOs need to know to ensure their teams work better.


  1. Use Culture To Turn Human Vulnerability Into Strength

Culture has moved up the corporate agenda but few CEOs have truly grasped the important part it can play in keeping workforces healthy and happy as well as more productive. We need to create inclusive, diverse, nurturing and supportive company cultures that make people want to come to work and do their jobs well.

A positive and open culture also means that if they do feel under pressure at work, or have external factors placing a strain on them, they won’t feel this is seen as a weakness. They are more likely to tell their boss which gives everyone options and the chance to improve the situation rather than make it worse.

The right culture can help to turn human vulnerabilities into a positive because it enables us all to learn from experience and adversity and push forward rather than fall back.


  1. Make Technology An Enabler 

We’ve allowed technology to create an out-of-control, always-on, 24/7 workplace that is detrimental to our wellbeing and a drain on time and energy. On average we send 200 emails a day and download six times’ more information than we did years ago. How can this equal efficiency and increased productivity? And if we haven’t even learned to manage our inboxes effectively, what hope is there when technologies such as artificial intelligence (AI), machine learning and robotics enter the workforce, bringing more data and information?

We need to take back control of technology and use it as it was originally intended: as an enabler that frees up employees to add more value at work and therefore feel more fulfilled. This means instead of mapping old ways of working onto new tech, flip the approach, and consider how a  new system or piece of software can create a new, better way of working.


  1. Learn From Mother Nature And Build An Ecosystem

In nature, an ecosystem is a community of organisms and their environment which all have a relationship with each other (often a complex one). A tree sends distress signals when it experiences disease or drought and in turn, surrounding trees send water and nutrients via their network of roots. They work together as a single system and their individual actions and interactions help them to survive and thrive. In the same way, teams of people in the workplace benefit from being part of an ecosystem.

Working together as a whole, the ecosystem can help to create an environment in which everyone can flourish. Such an approach makes individuals feel like they are contributing and collaborating to something bigger as well as being supported to achieve their own goals. It encourages them to not only be themselves but also to bring their whole selves to work in the ecosystem. This has an extremely positive impact on both wellness and productivity.

In short, the value of an ecosystem in terms of improved performance and can be worth far more than the sum of its parts.


  1. Innovate And Challenge Workplace Norms Like The 9-5

The pressure on day-to-day operations mean that many leaders find it difficult to think differently about how they structure the workplace and the working day. As a consequence, although far more people are working remotely or at home, most of us remain largely in the confines of a 9-5, five days a week role.

Those who have invested time in re-imagining the workplace have seen it pay off though. For instance, one of the PUSH panel speakers found that moving to a four-day week has increased engagement at work and has meant people have the time to use their weekends for achieving goals outside of work. This is hugely fulfilling personally and has a positive impact on mental health. It also means they return to the workplace after the weekend feeling more energised to do their job.

Allowing individuals more control over their working hours can also provide wellness and performance benefits. Working in the evening may better suit an individual for a raft of reasons. Any change needs to be well thought through though. If you know someone is working non-standard hours, managers can’t expect them to be available at other times any more than they would a 9-5 worker to be available for a call in the evening.


  1. Take Responsibility For Your Individual Impact 

Decision-makers undeniably influence an organisation, but what can be overlooked is simply that each person makes a difference. “Leadership is not top down. It’s within us all as individuals.” one of the PUSH panelists stated. 

How then, do you become an everyday leader and take responsibility for your impact on the team? First, it’s important to understand that leadership always starts with leading yourself first, and to lead yourself, you must learn how best to do so. Key questions you could ask are: when are you your most efficient? Do you spend your energy in the right places? What holds you back? How can you overcome your challenges? How much attention do you pay to crafting your skill set? When you master leading yourself, confidence follows. 

The second layer, is realising that how you feel has a direct impact on the way you work, the way those around you feel and your daily interactions. By taking agency over which version of yourself you bring to work everyday, you can be empowered to make decisions and take the lead. It’s time to step into your influence. 


Getting your team to work at their best is a challenge all CEOs face. There’s no one-size-fits-all or easy route to putting your people first, but we can help. Get in touch to talk about how together, we can improve the performance of your team.


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