fbpx
Talk to Us

Empower your teams with the positive hacks of the highest performing people

The natural high of success, the breezy feeling of being on a roll – life sure is good when everything goes to plan. We all know the saying ‘success breeds success’, that strange phenomenon where life brings you everything you want, but what’s going on when it all goes tits up? When suddenly nothing’s going your way and the only possible explanation is that your ex did some voodoo shit on you…

With Corona so rudely overstaying its welcome, this has been a time when many of us feel helpless and overwhelmed, and when you’re wrung out like that, even the tiniest mistakes can feel enormous. But pandemic aside, how good have we ever really been at processing negative events? Do we let adversity, our fears and vulnerabilities snowball? Do we let it affect our performance and more importantly, our mental health?

I think a lot of the time, we do.

So what if you could help your people to shift their perception of these situations and the way they react to them? If you could give them the tools to turn it around, so that instead of spiralling, they reframe it, and see it as an opportunity to grow? Just imagine what a positive and powerful impact that would have on your people, your team morale and company culture!

Back in Autumn 2021, I interviewed 16 incredible people through a virtual seminar in celebration of World Mental Health Day. Bringing us revelation after revelation through personal experience and imparted wisdom, they shared how they’ve transformed their lives in spite of (but also because of ) some of life’s biggest shitstorms.

So below I’ve shared three toolkits inspired by these contributors, their hacks and daily positive behaviours that will give you and your team the tools they need to both combat and thrive through adversity, fear and self-consciousness, helping them to reach their full potential by:

  • Helping them to find their hard (and go harder)
  • Fighting fear and fleeing their comfort zone
  • Giving less of a Fuck! 

[/vc_column_text]

Fight fear and flee your comfort zone

We’re all pretty good at saying to other people ‘Go on, have a go, what’s the worst that can happen?’ But we’re not always good at practising what we preach, and we’re so terrified of failing, that we often freeze! But really, there’s no surer way to fail than to never try.

Someone who knows a bit about this is Sebastian Foucan, global ambassador for Parkour! He has taken the philosophy for this high-octane sport and distilled it into his coaching business:

[mkd_blockquote text=”Fear is an illusion. We should not be ruled by it. Life can be a struggle and a challenge, but to accept that challenge you have to overcome fear and take a risk…You don’t have to take a huge jump. You can take small steps, and do it bit by bit. But each time you take a leap, large or small, make a full commitment to it.” title_tag=”h2″ width=”75″]

[mkd_separator class_name=”” type=”normal” position=”center” color=”grey” border_style=”” width=”” thickness=”” top_margin=”” bottom_margin=””]

In fact in the workplace, fear is the enemy of risk, and risk, especially the calculated sort, is what makes a company and its occupants thrive.  So below we’ve given you three challenges that you can use with your teams when you sense their fear of trying is getting in the way of growth…

[mkd_separator class_name=”” type=”normal” position=”center” color=”grey” border_style=”” width=”” thickness=”” top_margin=”” bottom_margin=””]

Three Challenges to help your people conquer their fears:

  • Gently expose them to the fear – by doing this, you shrink it until it no longer concerns them. (The fear of public speaking tends to be a common one, so if you’ve got people in your team who are scared of pitching or speaking in front of groups, start them off small. For example, expose them gently to their fear by asking them to practise a presentation out loud, but just to themselves, then to a flatmate or partner, and then to a small group of peers at work that they feel comfortable with. It’s all about the small steps!)
  • Ask them to look at the threat level – what’s really the worst that can happen? And if the worst does happen, will they be annihilated? If not, take the first step!
  • Remind them that they don’t need to be perfect – fear thrives on perfectionism. They can only be ‘good enough’

Help them to find their hard, and go harder.

Shouldering up to adversity – it might sound counterintuitive, but it can actually be a really positive thing! In fact, encouraging your people to self-impose adversity can foster a growth mindset whilst also strengthening their capacity to deal with life’s inevitable, incoming bullshit!

As Royal Marine Ben Williams said

[mkd_blockquote text=”Everything is easy when it’s going right. Self-imposed adversity is about changing yourself, pushing yourself out of your comfort zone. For example, some people are scared of public speaking but if you want to grow you need to speak in front of people.” title_tag=”h2″ width=”75″]

[mkd_separator class_name=”” type=”normal” position=”center” color=”grey” border_style=”” width=”” thickness=”” top_margin=”” bottom_margin=””]

So how can you introduce your people to the idea of self-imposed adversity?

[mkd_separator class_name=”” type=”normal” position=”center” color=”grey” border_style=”” width=”” thickness=”” top_margin=”” bottom_margin=””]

Here are 3 challenges that will help your people get used to finding their hard (don’t worry there aren’t any Marine-style mud runs):

  1. Ask them to pick a day, and spend it doing the opposite of what they’d normally do! For example, you could ask them to spend a day in a new department that uses a completely different skill set to their own!
  2. Encourage them to try something new outside of work, to unearth a talent they never knew they had.
  3. Reckon they can give up booze for a month?! (Some will be halfway through dry Jan, and  I’m sure already noticing an improvement in judgement and their perception of negative situations without the fog of alcohol!)

Giving less of a fuck

Let’s kick off with a quote from Mark Mason, who wrote an entirely glorious book on the subject

[mkd_blockquote text=”In my life, I have given a fuck about many people and many things. I have also not given a fuck about many people and many things. And those fucks I have not given have made all the difference.” title_tag=”h2″ width=”75″]

[mkd_separator class_name=”” type=”normal” position=”center” color=”grey” border_style=”” width=”” thickness=”” top_margin=”” bottom_margin=””]

Indeed knowing when not to care is a skill both worth learning, and worth teaching your people. It won’t turn them into heartless monsters, instead it helps boost their confidence, increase their ability to take calculated risks, and generally make them stronger people!

[mkd_separator class_name=”” type=”normal” position=”center” color=”grey” border_style=”” width=”” thickness=”” top_margin=”” bottom_margin=””]

So, want to give your people the gift of not giving a fuck? Here’s how…

  1. Allow them to seek wisdom, not permission. By learning the difference between these two elements then weighing up the evidence, they will learn to make good decisions at work, and in their life.
  2. Don’t be too hard on their fuck ups, and don’t let them be too hard on themselves either. Aside from the fact that we’re all trying to muddle through, failure is often a major catalyst for learning. If your people are terrified of failure, then they won’t put themselves in situations where they can grow, which limits their true potential as your employee.
  3. Past situations aren’t worth giving a fuck about. If there’s nothing they can do about the past (tip: there usually isn’t) then leave it behind. Same goes for the future. If they can shape it, great. If they can’t, don’t worry – and don’t give a fuck.
  4. Do something stupid for a change. If you can show your silly side to your team and reveal some vulnerability, it will reassure them that they can too!

[mkd_separator class_name=”” type=”normal” position=”center” color=”grey” border_style=”” width=”” thickness=”” top_margin=”” bottom_margin=””]

This is just a snapshot of what’s inside PUSH’s new book ‘High Potential Hacks – The Positive Behaviours of The Highest Performing People.

We’d love for you and your people to benefit from more of its magic, so download your free copy below or share it with your team… it might just change their life!

[/vc_column][/vc_row]

Learning From Unicorns: How TikTok Supports Super-Fast Growth

Welcome to the latest in our blog series focusing on firms and individuals who have trail-blazed their fields to create super-fast growth in dynamic and diverse workplaces. This week we focus on TikTok London and talk to Jemma Cowan, Senior HR Business Partner Europe.  Against the backdrop of the extraordinary times we’re all living through, it’s also been a pretty extraordinary year for TikTok.  Europe has embraced the app and today more than 100m people across the region are active on TikTok every month. It’s a home for positive, creative expression and joyful entertainment that’s authentic, relatable, and truly diverse.

 

Talking with Tiktok

Hi Jemma. Tell us a little more about the team at TikTok London?

Jemma: TikTok is unique and a disruptor in the tech space – I often say we are builders and architects. Within a startup environment, it’s a fast-paced, ambitious, dynamic and people are genuinely at the heart of everything we do.

It’s difficult to describe TikTok London, without describing the other great locations where we operate – we are a truly global company and we are proud of the environment that we have created. It’s incredible to be part of a much broader landscape, perhaps geographically spread but without a doubt all with the same goals and moving in the direction as one team.

TikTok has grown massively in London, with many people joining while working from home due to the pandemic. How do you foster a sense of community and team for these new arrivals?

Jemma: We aim to build community with our people from day one – we truly are a family. It’s true that we have continued to welcome talent to our teams and it’s clear that Covid has presented challenges. We are incredibly humble and equally proud that, within this ever-changing and unpredictable environment, we have remained agile, acted swiftly and most importantly created space to listen to our people. As HR professionals we are strategic commercial partners to the business; our role is to help connect the dots, provide solutions and help to support change. In the transition from working in the office to working from home, we asked questions, listened to the feedback we heard and created initiatives that spoke to the needs of our people.

Has this feedback process made a difference to TikTok’s way of working?

Jemma: There’s no doubt that this new way of working has bought a shift in mindset and approach to how we work – at our core we are a start-up and we hire ‘intrepreneurs’ (staff who are supported to take risks and build opportunities as entrepreneurs do, but within a corporate setting) and that brings an energy where we are all open to creating innovative solutions and doing things differently.

We are driven and passionate about thinking outside of the box and creating innovative solutions, often at pace. Within the space of hours we re-positioned our onboarding process to be fully remote and with as little impact for our new joiners as possible. We want to ensure that the great talent that we bring into the business remain excited about joining the team and that they feel part of the family early on. We take huge pride in the onboarding experience and the employee experience drives our focus – it’s important to create an environment where people can truly show up as their authentic selves and really enjoy what they do.

What has been the biggest challenge and the greatest win over the last six months to creating and maintaining a team culture?

Jemma: TikTok has a genuinely inclusive culture – in my view the greatest win are the teams that we have built. The challenge or at least, the opportunity is in ensuring that we continue to support the sense of community whilst working remotely.                          

We have invested in a number of initiatives in this area – we’ve seen a positive impact in creating content with PUSH to ensure our teams have tools and support during this period. I’m passionate about developing the tools and resources to help others to create long lasting, impactful strategies to support their mental health. I am super grateful for the opportunity to partner with PUSH on wellbeing initiatives, as I believe it’s truly important to create a space where we can be at our happiest, healthiest and most productive. Mental health is just as important as physical health – sometimes a conversation, a smile and taking time to be there to listen can make the world of difference.

From your experience, what advice would you give to other organisations so that they can aspire to achieve the same?

Jemma: We are fortunate to have created a platform which brings creativity and joy to so many and which allows our users to be creative and express themselves in an authentic way. Our internal culture is truly a reflection of the platform, in that we nurture an environment where we encourage our people to be themselves.

[mkd_blockquote text=”While we are living in a time of global uncertainty, one thing that is certain is that what we do and the way in which we do it has already transformed” title_tag=”h2″ width=”75″]

The advice I would share is that while we are living in a time of global uncertainty, one thing that is certain is that what we do and the way in which we do it has already transformed. As HR professionals and leaders, we’ll need to continue to create innovative ways of working while staying connected. The future will be nothing like we’ve seen in the past and many organisations are supporting the growing needs of multiple generations. So listen to the varying needs of your teams and focus on how best to create an environment where they will continually thrive.

How do you keep the human aspect in an organisation while growing at such a fast rate?

Jemma: What was clear for me at the outset is how key our values are within the organisation, all of which focus on the ‘how’. As a high performing team we deliver results. How we go about this is key for us and plays an integral role in how we operate. At TikTok we focus on the softer skills which at the core are fundamental to our success as a global and highly matrixed team, so team-work and relationships are key.

What is your favourite initiative that has been implemented in at Tiktok since January?

Jemma: Our events team organised an amazing virtual festival which our teams thoroughly enjoyed. As we are working from home it gave the opportunity for us all to connect socially and enjoy music, food and entertainment together from home. 

Over summer, we also gave our employees a Wellbeing day off to spend time to recharge, reflect and focus on themselves. We value our employees and as a commitment to wellbeing we have an ongoing programme to support while we work from home and beyond.

Change is inevitable. Growth is intentional

AS we emerge from the first wave of the Covid-19 pandemic, dazed by the levels of destruction the virus has wreaked on our health, wellbeing and working practices, the question on many lips is ‘What now?’ A second wave seems inevitable, if it isn’t here already and, having faced the most momentous upheaval in society since the Second World War, we can only wonder at what might be in store for us in the coming months.

The changes to our workplaces brought about by Covid-19 are unprecedented. Many commentators say businesses and employees have, in the space of a few weeks, been catapulted five, ten, even twenty years into the future. With varying degrees of success we have adapted to homeworking, and running our organisations remotely. The daily commute, the lunch hour, the sleepy mid-afternoon team meeting and the trudge homewards all seem relics of a bygone era. Yet less than a year ago this was the norm for millions of us.

[mkd_blockquote text=”Almost 40 per cent of the UK workforce continues to work remotely and among IT and professional workers, this is as high as 75 per cent.” title_tag=”h2″ width=”75″]

It seems that fewer of us are creeping back to those commutes than expected. According to a recent survey by the Office for National Statistics, almost 40 per cent of the UK workforce continues to work remotely and among IT and professional workers, this is as high as 75 per cent. Despite Government pleas to get back on the office-bound bus, few are heeding the call. 

‘COVID-Positives’

Why? Many cite continuing fears over Covid, which is a valid enough reason. Others, however, point to the fact that we have adapted astonishingly quickly to the new norm and, having done so, are reluctant (to say the least) to return to the past. Many firms, particularly those in the tech sector and the City, are embracing the dynamism of rapid change and reporting what we might term ‘Covid-positives’ – less complicated operating models, greater flexibility, the hiring of new talent and staff more than happy to be working remotely.

However, this isn’t necessarily the whole story.

At first, there was a novelty in being allowed to evacuate the office and work from home indefinitely. Now, though, the novelty has definitely worn off and employees working remotely are reporting the relentlessness and sameness of their new working situation affecting their mental health. Even so, they may also be reluctant to return to work full-time, tacitly acknowledging that the world of the workplace has changed, probably for ever.

The economy is suffering badly, yes, and we may well have more Covid-related shocks to come. But as they say, ‘a rising tide floats your boat’ and this autumn appears to have a distinct sense of change in the air; that of a future in which we can all benefit from a more flexible approach to working practices. The trick is how to maintain this positivity around a more decentralised working environment.

Work-Life Brilliance in a Human Enviornment

At PUSH, our core values revolve around effective communication and what we describe as ‘work-life brilliance’ in a human environment. Today, we see an unprecedented opportunity to put these values into practice across many sectors, creating happier, healthier and more productive businesses and individuals. At the heart of such dynamic change is resilience  – the process of reacting well to fast-changing circumstances. We believe that resilience needs to be innate; a holistic, intuitive reaction to every new situation. As we say, resilience is a muscle, not a plan. 

Below are some thinking points that may help streamline companies and their employees towards an exciting, energetic and highly entrepreneurial future:

 

[mkd_unordered_list style=”circle” animate=”no” font_weight=”” ]

  • Clarity. What is your business really about? What are your core values now, and how do you see these changing and adapting to a faster, more remote reality? Understand your culture, strip away layers and ask yourself what really matters – to you, your employees and your customers.
  • Leadership. Where does your power lie now you’re working remotely? Can you guide a team of homeworkers into a challenging, dynamic future using all your charisma and skill, but without appearing like ‘Big Brother’? Can you create the bridge between remoteness and human connection? Leaders with high degrees of conscious thought and empathic behaviour will be the winners in this new reality – now is the time to work on these attributes.
  • Small is beautiful. Increasingly, the days when acres of space were occupied by large teams are over. Small, nimble and well-connected teams of flexible people are right on-trend now. What can you do to increase your team’s fleet-footedness and smarter decision-making while ensuring inclusivity and cohesion?
  • Engagement and communication. Are you hearing what your staff are telling you about their new working lives? Make conscious efforts to talk to your team regularly and understand their needs. We’ve all been through huge upheaval – show empathy and support for those struggling to adapt, and encourage those demonstrating flexibility and dynamism. Consider investing in training for new skills, behaviours and beliefs which match the potential for growth.
  • Self-awareness. Ask yourself what you really want from the new work environment and give staff a chance to do likewise. Some may want to come back to the office, others won’t. Some might desire a mixture of remote and office working. This is the time to think creatively about solutions, acknowledging that a return to ‘the old’ won’t work. We are in a brand new and challenging landscape, so work with this opportunity to tailor expectations and offer flexibility.

[/mkd_unordered_list]

[mkd_blockquote text=”You can only create value for your clients if you really understand them” title_tag=”h2″ width=”75″]

Business coach Dom Monkhouse says that an emphasis on customer-centricity and a positive growth mindset are also essential in this new environment.

“If you know your core customer and you’re serving them effectively, you are in a good position to be able to pivot,” he says. “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. This 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.”

Amid the wreckage of Covid-19, the shoots of a new, more dynamic and highly-focused business climate are beginning to show, and those firms nurturing this growth are already seeing success. The tightrope walk across the chasm between old and new is perilous but thrilling. There may be more tightropes ahead but as a highly-successful leader said in the middle of the last truly global crisis: 

This is not the end. It is not even the beginning of the end. but it is, perhaps, the end of the beginning. (Winston Churchill, 1942)

 

Dom-Monkhouse

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.

[mkd_blockquote text=” I hired a guy who ended up being my head of networking – he hadn’t finished a computer science degree, was running a pub and no-one would touch him. ” title_tag=”h2″ width=”75%”]

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.

Team Polarity. The burnt out and the furloughed – How the workforce experience has never been more polarised and what every HR leader needs to think about

The Covid-19 pandemic has affected our working lives more than most people can compute. For example, take the word ‘Furlough’….hands up anyone who knew what this word meant prior to March 2020………no takers? Hardly a surprise, but isn’t it amazing how quickly the term passed into common usage in just a few short weeks?

At the time of writing the Government’s furlough scheme has been extended to October, but companies lucky enough to have survived this first stage of the pandemic are otherwise still in the grip of uncertainty. 

As CEOs reshape their teams into lean machines, the fortunate are furloughed, the less fortunate are untimely relieved of their roles and the survivors are working doubly hard, over-compensating for the lost input of their peers, whilst desperately holding onto their seats and coping with cuts to pay.

Organisations that have had to let some of their best people go, need support for those who have lost their jobs, a listening ear to those who are furloughed, and a helping hand to those who are trying to keep the plates spinning. 

[mkd_blockquote text=”There is a huge need to support organisations that are managing tensions between those who are ‘in’ and those who are ‘out’.” title_tag=”h2″ width=”75″]

Companies are essentially work families, as dysfunctional as their biological counterparts, but with similar needs for individual recognition, healthy competition, support and even love. When employees are made redundant, they have to be honoured, supported and communicated with. 

Likewise, those ‘left behind’ will want to reach out and make sure their friends are coping, and support them however they can. Furloughed staff returning to the office will need to be kept updated with company developments so they can hit the ground running on their return. Those working, need free channels of communication to senior management to alleviate their anxiety and avoid burnout.

 

In short, a pandemic recovery programme involves all levels of the organisation, including people who will never return to the workplace. The only way to allow the wounds to heal is to allow everyone in your company to have a voice. Here are five tips for enabling this process:

[mkd_list_ordered]

  1. Clear communication. Uncertainty can lead to great stress and anxiety, especially with a recession looming. Check-in regularly with your staff – furloughed, non-furlough and those being made redundant – and ask about their concerns. Keep them up to date with the doings of the workplace.  If you have to deliver bad news, do it with clarity and empathy.
  2. Encourage participation. Furloughed staff may not be able to work, technically speaking, but they can still play a big part in the day-to-day life of the business. Making sure you include furloughed and homeworking staff in meetings, brainstorms and other get-togethers will alleviate stress, uncertainty and anxiety. Make them feel ‘a part’ rather than ‘apart’. Trust your teams to manage their work/life balance while working at home.
  3. Focus on staff development. Furlough can be an excellent time to discuss with ‘resting’ staff the ways they may be able to improve their own performance, and that of the business. They may be keen to offer fresh perspectives and be open to the learning of new skills. This time of taking stock can be a highly creative one, so utilise talent.
  4. Emphasise wellbeing. During a period of great uncertainty, this is vital. Understanding and engaging with the health and well-being of all employees, furloughed or not, is showing responsibility. The months and even years to come could see an epidemic of burnout as employees are asked to do more with less, requiring greater resilience, up-to-date skills and energy. Offer professional support and training where necessary and encourage colleague-to-colleague chat groups or platforms which provide a safe space for conversations around good physical and mental health. Let people talk. They will need to express their anxiety, confusion and grief at losing peers.
  5. Keep up-to-date with Government advice. People on furlough will have a lot of questions, especially as this period comes to a closure. Make sure you’re 100 per cent on top of the latest position and are able to offer clear, informative and – above all – correct advice.

[/mkd_list_ordered]

Being on furlough or working from home is no picnic. We know that work-related stress can lead to burnout; also becoming clear is the fact the stress and burnout are still prevalent when the employee is NOT at work. Redundancy is a huge cause for stress and needs to be managed with the maximum of care and consideration. The dramatic effect of this pandemic will create versions of post-traumatic trauma that nobody could have predicted. Bearing all this in mind, it is now vital that companies act with kindness, understanding and empathy, seeking professional help if necessary to work through unprecedented times.

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 to reduce the stress levels of your team, get in touch – we’d love to work with you.

How teams can be more resilient and effective post-Covid 19

If evidence were needed that the ‘new normal’ is here to stay, it has appeared in the last few weeks as the long, strange and often uneasy slide back to work has begun. 

For those returning to offices and other business premises, the physical signs of dramatic change are all too real. Facemasks on public transport, blocked-off streets, still-shuttered shops and – perhaps most tellingly – the socially-distanced requirements in workplaces, ending the easy informality and freedom of the pre-COVID years.

And that’s for those who still have a workplace to go to. For many of us, the spare room has become our new commute, with little signs of this situation changing for months, if ever. Some have adjusted quickly to the changed circumstances; others are still struggling to cope with the uncertainty, the new technology and loss of real-time camaraderie that once existed between teams.

That said, it’s not all doom and gloom. The roads are quieter, the skies clearer. Remote working has many advantages, as the self-employed already know, and restrictions are easing, albeit slowly.

But for teams and managers, the challenges ahead are huge, and seemingly in a constant state of flux. What seems to be emerging is a re-emphasis on people, not corporate concerns, as the clearest way forward for companies large and small. As Hubert Joly says in the Harvard Business Review:

“Given the magnitude of the shock and the challenges that this crisis represents, companies must consider the full breadth of their employees’ needs as people. Safety is essential, of course, but it’s also important to address higher-level needs such as the want for truth, stability, authentic connections, self-esteem, growth, and meaning in the context of the crisis.”

At PUSH, we believe the future of an organisation’s DNA should focus on three key areas:

  • Purpose – hone and define your organisation’s key aims for this new reality
  • Potential – explore areas for growth and development that may not have been visible pre-pandemic
  • Perspective – don’t panic! If your organisation was strong before Covid-19, with imagination and effort it can be this way again.

We see two phases at work here: the re-opening phase (which is already beginning) and the post-COVID period. For the first to flow harmoniously into the second, we advise companies to consider five critical actions to bridge both periods. These are:

  • Reflect: Business leaders and managers to reflect on what has happened during lockdown, what has worked and what has been missed. Perspectives from all levels and areas of the business are vital.
  • Recommit: reinforcement of business-wide commitment to wellbeing and purpose, addressing physical, psychological, and financial concerns at the workplace and at homes.
  • Re-engage: Unique opportunities have now been created to redeploy workforces. Some may return to a worksite, others may work from home, or within a hybrid model. Leaders should provide clear direction on new assignments and priorities. 
  • Rethink: The rapid shift to remote work should be harnessed to engender a more resilient workforce, shifting away from rigid routine and structure. 
  • Reboot: HR and team managers should focus energy and creativity into nurturing key skills gaps, via training and workshop opportunities, to be ready for the post-COVID landscape.

Central to this is the overriding need for empathy, understanding and clear communication. Empathy for those individuals whose needs are myriad and perhaps complex, understanding that not everyone operates at the same capability when it comes to rapid adaptation and clear communication that establishes trust in an honest, open and truthful way.

Finally, every one of us has had a unique experience of this crisis and there is a need to share those experiences and stories, not only as individuals but in terms of our working lives and how Covid-19 has shaped them, possibly forever. This should include the ability to talk to professionals about how individuals are feeling – some of us may have found the resilience we need during this period; others may have post-lockdown symptoms akin to PTSD. But by hearing these stories and acknowledging their truths, we as businesses can begin to build for a new world that may seem unfamiliar and scary, but is also packed full of possibilities. Will we look back on 2020 as a year of disaster, or of opportunity? Understanding what we’ve all been through and how we can harness this creatively is a huge challenge for businesses and employees, but it is one that cannot be ignored as we step tentatively into post-COVID 19.

PUSH State of The Nation: A View on Personal Development

A global crisis such as Covid-19 can be very unsettling to people at a core level, rocking the confidence they have in themselves, their communities, and the government. The pandemic has shaken the normally stable ground that we stand on, taking our world from the safe and secure place we know to a constantly changing, unfamiliar and unpredictable one.

This loss of safety can cause a huge range of emotions to come up, such as worry, fear, and frustration, testing people’s resilience and pushing many to re-evaluate their life choices. 

We know from our conversations that many people are looking at the last few months and wishing they had done things differently. Kicking themselves for not picking up a new job, routine or money-saving scheme before lockdown started. And, since it started, so many people have had good intentions of learning a new skill or picking up a hobby during lockdown. However, the reality it seems, has been a bit different. When restrictions and lockdowns were first put in place, countries shut down quickly and our worlds changed overnight. Now, as the weeks progress and we’ve gotten used to this ‘new normal’, it’s becoming more difficult for people to stay motivated and productive.

But very rarely do we have the opportunity to properly reset, or take time to really consider what we want to be like now and in the future. As hard as lockdown has been, it has given us the unique opportunity to take a breath and think, without the noise and distractions of daily life. Taking that time to do a self audit is extremely valuable for growth and development. Helping pinpoint what matters most to you (your values) and where you want to go in your life (your purpose), in order to thrive.

PUSH Coach Shereen Hoban, personal development coach and facilitator, spoke about the importance of goal setting if we’re keen to create change in our lives.

“When goal setting, it’s helpful to think about your plans in a tangible way. What are you working for? What result is going to make you feel happy, fulfilled or exhilarated? Once you’ve identified your goal – one that’s personal to you, team it with some serious visualisation. Imagine yourself achieving this thing. 

[mkd_blockquote text=”Three in five (58%) people said they are finding it harder to stay positive about the future, and 56% are finding it harder to stay positive day-to-day. ” title_tag=”h2″ width=”75″]

This exercise, widely used by sports-people, can have a truly powerful effect on your mindset, enabling you to work in a more focused way so you can go forward to succeed. Knowing what you want and what you’re working towards means you’re one massive step closer to getting it. If your goal is to simply rest, regroup and spend quality time with your family right now, then just be intentional with it. Enjoy this time and don’t feel guilty for doing what’s right for you.”

Our mindset has a huge impact on our motivation and is key in the success or failure of a task, project or goal. Research suggests that having a growth mindset can help us overcome challenges, due to the belief that skills and abilities can be developed through dedication and hard work. However, as the lockdown continues, it’s becoming harder to stay positive about the future for many. In the UK, three in five (58%) people said they are finding it harder to stay positive about the future, and 56% are finding it harder to stay positive day-to-day. 

[mkd_blockquote text=”The growth mindset allows people to value what they’re doing regardless of the outcome.” title_tag=”h2″ width=”75″]

American Psychologist Carol Dweck is an expert on growth mindset. In her book ‘Mindset: The New Psychology of Mindset’, she spoke on different mindsets, commenting “In the fixed mindset, everything is about the outcome. If you fail—or if you’re not the best—it’s all been wasted. The growth mindset allows people to value what they’re doing regardless of the outcome. They’re tackling problems, charting new courses, working on important issues. Maybe they haven’t found the cure for cancer, but the search was deeply meaningful.” In challenging times it is especially important to try and have a growth mindset, which will help foster creativity and build resilience.

But let’s be honest, most people aren’t going to get up every morning at 5am to do a home workout, before cooking a healthy breakfast and starting work at 9am – and that’s without kids in the mix. And it’s ok to spend time watching TV or scrolling on your phone, allowing yourself to just do nothing. However, it is also important to use this time to try new activities and self-care strategies. 

Starting to build a habit or process around these new activities is almost as important, if not more so, than the actual outcome of the activity. Focusing on small things that we can control, while building healthy habits, can have a transformative effect on mental health. This learning gives individuals something that is fully in their control, unlike the current socio-economic climate. 

Brad Stulberg, author of the book ‘Peak Performance’  and expert on personal and professional development, has developed an equation for achieving growth in any area of your life. Over his years of working as a consultant and business coach, he realised that the key drivers for growth are Stress and Rest. 

We know that stress is most commonly talked about in a negative light. However, Professor Kelly McGonigal explained in her book ‘The Upside of Stress’, that stress can actually be good for us to a certain extent. It is only when that stress becomes too much for too long, that it starts to have a negative impact on our health and wellbeing. 

As humans, we need to feel a certain amount of stress in order to challenge ourselves to do better or learn new things. But we also need to take the time to rest our bodies or minds to allow ourselves to recharge. Brad’s equation for growth is simple, highlighting the importance of both being challenged and resting in order to do our best. 

So, maybe now is the time to use this ‘stress’ as the opportunity to grow, allowing ourselves the time and space to try new things, or focus on areas you may have neglected. This could also be a time to create new routines and structures around your work, school or personal life. To figure out the best way of working for you, and how to top up that resilience bank so you don’t end up overstretched or burnt out. 

Most of all though, it’s important to not become your own worst critic. Beating yourself up over not learning a new language, or doing that workout isn’t helpful and can even be detrimental to your mental health. During this time we should be celebrating even the small wins we have, building that positive growth mindset bit by bit. Because, afterall, the most important outcome is our individual happiness and that should be the focus of every single one of us.

 

Helpful Resources

Up to date Info on Corona

PUSH State of the Nation: A View on Financial Health

With widespread lockdowns still in place, the economy is getting hit hard around the world. We know that money can be a huge point of worry on a good day for many people. But with the rising uncertainty around jobs and money, more and more people are finding themselves anxious about the future of their finances. 

If you’re finding yourself anxious or worried right now, know that you’re not alone. According to the Money and Pensions Service, an estimated 11.5 million people in the UK have less than £100 in cash savings. That is a huge number of people in the same situation, scrambling to arrange their budgets to prepare for what the future might hold. However, those hit the hardest financially are those who are self-employed or can’t work due to illness, industries that are reducing hours and laying off staff, and those who are close to retirement. Individuals in these areas will continue to feel the pinch as we continue to social distance, and may face even more challenges as the weeks/months progress. 

[mkd_blockquote text=”In the UK one in five—21%—of people have been furloughed.” title_tag=”h2″ width=”75″]

Research company Ipsos Mori have been polling people around the world since early March, allowing us a longitudinal look at our changing financial behaviours throughout quarantine. They found that in the UK one in five (21%) of people have been furloughed, and 17% have had their take-home pay reduced. In an effort to keep costs low and save for the future, almost two-thirds of Britons have been spending less money overall, and 46% have already accessed their savings. Leaving many of those who have had pay reductions or have been furloughed finding themselves increasingly more worried that their jobs will not be there after all this is over.

Research shows that money can often be a real trigger for people, with financial struggles especially having a huge impact on mental health. When someone is struggling with poor mental health it can make it even harder to manage money, causing worry and having a knock-on effect on their mental health. It’s a vicious cycle that can be incredibly difficult to get out of. However, understanding your patterns around money can be incredibly beneficial in helping you manage your finances, and any anxieties around it better.

The Money and Mental Health Policy Institute found in 2019 that people with money problems have slower recovery rates for common mental health conditions. Those suffering from depression and financial problems are 4.2 times more likely to still have depression 18 months later, compared with those without financial issues. On top of that, people with financial challenges were 3 times more likely to think about suicide over the past year. Even during regular economic times, more than 100,000 people in England attempt suicide while financially struggling. 

Many employees who have not been directly impacted by furloughs or pay cuts are also questioning whether their income is safe and if the company is going to survive.  So it is up to our managers to take these worries seriously, carving out time to discuss financial wellbeing with their teams. Managers and leaders should initiate honest conversations with their employees, giving them the time and space to bring up any concerns or challenges they may be facing. 

These conversations allow for an open conversation, where management can answer any questions that are coming up and provide clear accurate information. However, it is important to be clear beforehand on what is and isn’t open to share. This is also an opportunity to direct team members to further information or resources they can use if they are worried about financial protection, budgeting options, or just want some peace of mind and security during an incredibly uncertain time.

Lorraine McFall, our PUSH money expert shared some insights with us around money mindsets and financial worry. 

[mkd_blockquote text=”Culturally as a nation we have not been good at talking about money.” title_tag=”h2″ width=”75″]

“Culturally as a nation we have not been good at talking about money.  Hopefully, one of the positives to come out of this dreadful situation is that so many of us have had the financial rug pulled from under our feet, by something which is completely outside our control, we won’t have the same feelings of shame or fear of judgement about reaching out for help or talking about our money worries. That has got to be a good thing for employers and employees as before COVID-19, 77% of employees admitted that money worries have affected their performance at work leading to sickness, absence and poor performance.

Despite so many people worrying about money or, at the very least, being aware that they need to do something, very few actually take action.  As long as the bills are being paid and the bailiffs are not at the door, it’s often easier to leave things as they are and accept the disempowering notion that money is something that happens to us, rather than be the driver of our financial choices. “

In the PUSH Money Matters workshops, Lorraine encourages participants to work not only on their day to day management skills but also on setting their financial goals and becoming aware of their money mindset.  If people can consistently take action in all 3 of these areas then they will achieve financial wellbeing which essentially means “Giving people a greater sense of confidence and control over their money through good times and bad.”

She also shared three immediate steps you can do today to start you on that process of taking ownership of your financial future are:

[mkd_list_ordered style=”margin-left:40px;”]

  1. Open up a new bank account and keep all direct debits and regular payments coming from one account and transfer your spending money into a separate account.  Use the new bank account for all your day to day spending and you will have visibility over how much money you actually have that is available for spending.  Consequently you will be able to avoid that  constant mental calculation of “is there enough”, every time you hand your card over and avoid those feelings of scarcity.  Yes, there might not be as much as you would like in your account each month but the fear can often be worse than the reality and actually knowing your numbers and taking away the fear will give you the confidence to take the next step on your financial journey.
  2. Write down 2 or 3 immediate short term financial goals and a very specific plan about all the steps you need to take to achieve the goals.  This will be the first step of your financial plan.  The very act of implementing this will help you see the benefit of setting specific goals and give you the confidence to think bigger and for the longer term.
  3. Watch the language that you use about money.  If every time you think about your finances, you constantly think “I’m rubbish with money”, you are setting yourself up for failure. The first time things get tough, you already have your get out of jail card ready, “Well I knew that happened, ’cause I’m rubbish with money…..”.  The first step to working on your money mindset is becoming aware of the language you use and stop using it.  If it’s hard to break the habit then put the expression in the past tense, “ I USED to be rubbish with money, I am now learning to take control.”

[/mkd_list_ordered]

During this time, it is incredibly important to pay attention to the financial wellbeing of our friends, family and colleagues. We know things are going to be tough for a while, and money can be such a personal subject for many people. But in a time when your typical reaction would be to pull back, we need to be brave. We need to be open to having these conversations, and provide a non-judgemental and safe space to share how we’re feeling. 

 

Helpful Resources

Up to date Info on Corona

COVID-19 The World’s Largest Remote Work Experiment

Last week, everything seemed to step up a gear surrounding Covid-19 in the UK. Whether it was down to Boris finally stepping off Cloud 9 post his baby news or if a number of additional recorded cases suddenly put us all into fear mode and increased panic-buying of flageolet beans and extra quilted toilet rolls. Everywhere you turned, everyone (and I do mean everyone) was talking about coronavirus. 

I have to be honest; I am seriously worried about the hysteria around this bloody virus and its impact on our economy, psychology, relationships and business than I am the illness itself.

Of course I appreciate the real risk to the elderly, those with compromised immunity or the disenfranchised who stand to suffer most from this. However, what is also terrifying me is the unmitigated frenzy the media has whipped us all up into that has sent us into a spellbinding spiral of panic!

At PUSH, we were really keen to understand why this action has happened as well as hopefully, what learnings we can take from it – to not only get through it but hopefully, gain, from this current situation.

Creating New Habits – an Opportunity for Innovation and Change.

We are bring presented with an opportunity to create a new habit – including everything from washing your hands more frequently to getting brilliant at working remotely.

There are a few key ingredients in creating new habits:

  1. Leverage context or be clear on the reason why the change is happening – the Corona hysteria has quickly short-cut this for most of us!
  2. The basic components must be readily available – everything from soap and water or suitable tech and environment
  3. Make sure the new behaviour is easy to perform – or have the energy and resilience to overcome challenges until the behaviour becomes easier
  4. Encourage practice – until it becomes the new norm
  5. Recognise and reward effort – so our brain develops neural pathways that associate the new behaviour with positive feelings

We face a risk from our brains as well as our bodies

In addition to the virus itself, we are also at threat from the human perception that is biased and influenced by the many mental shortcuts that we all make. Perception is reality and reality is perception and, right now, put simply, our limbic system is being hijacked!

Human assessment of risks and threats is far from perfect. The abundance of news referring to fatalities caused by the coronavirus increases an individual’s perception of personal risk to the disease. This is called the availability heuristic. The more people hear about the risk, the more the risk gets overestimated, even in countries not affected by the virus!

Another bias — herding or bandwagon effect — makes people wear face masks even though it is not actually an effective prevention measure! The same bias is responsible for ‘pandemic shopping’ with everyone I speak to mentioning that the entire country has run out of toilet roll. Frankly, if that’s not a reason to go to the pub, in order to use their facilities, then I don’t know what is.

New threats are also perceived by us as more dangerous (novelty bias) though new strains pop up of common viruses all the time. So yes, this is a new “novelty” strain, but it is nothing we haven’t weathered before.

More than anything, we know that this virus is causing everyone stress and it is this stress that I am even more fearful of. And, here’s the irony, the higher your stress levels, the more compromised your immunity is!

Overcoming all these biases might be hard. We may read and understand all the available data and try not to blindly follow the others. But we can also use the knowledge about human behaviour to see what is happening now as an opportunity for change!

COVID-19 has won The World’s Largest Remote Work Experiment award! 

With nothing short of incredible aplomb, this virus has legitimised and provided bona fide booster rockets to the remote working phenomenon that’s been underway for the past several years. A shift that previously has been done either occasionally, but only if it’s been approved by everyone from the HRD to Gladdis who makes the sandwiches, or where a policy has been changed but actually everyone secretly hates it because it means that you actually have to trust people.

It really is incredible what this crisis has expedited. 

By most accounts, the remote work experiment is going well: not without its hiccups and limitations, of course, but by and large, organisations and teams are figuring out how to make do. We’re hearing mutterings from many of our clients along the lines of ‘I never realised how many unnecessary meetings we had’ or ‘I’m just so much more productive working from home!’

However, we realise that Corona could be kicking around for quite some time and we are super conscious that many people have not worked remotely for sustained periods. I have to be honest, this is one of the things that I am most worried about. As humans we need connectivity and I fear that enforced isolation may have a huge impact on many individual’s mental and psychological health.  That’s why, at PUSH, we have focussed on two things over the last week:

  1. We have worked hard with all of our coaches to ensure that all of our sessions can work remotely – using a combination of digital learning and webinars
  2.  We have created some short videos tips about how to make the most of remote working and make it work for all of your teams – no matter how much they have to do it

So, in summary, I think the take-out is that if we can use what is happening now as an opportunity to come together with compassion, patience and kindness we might get through this challenge having learnt something about ourselves as well as developing new and improved ways of working. As ever, we’d love to hear what you think and, if there is any way that we can help support your people through a time that might be more slightly more challenging than normal then, you know where we are.

If you have any concerns regarding Coronavirus please head over to the NHS—or Public Health England—to find the most up to date news & precautions. And remember, dispelling this panic is as easy as washing your hands.

 

Why Is Company Culture Important And What Can It Achieve?

Although you can’t see it, company culture is an extremely powerful force in the workplace. The right culture can mean the difference between an employee coming to work happy, performing well and going the extra mile or a person turning over in bed on a Monday morning and opting for a duvet day. Catalina Marketing are a brilliant example of an organisation that recognise the importance of culture and were able to optimise their employee’s wellbeing and also the company’s performance. 

PUSH has witnessed good, bad and indifferent cultures dictate the mood at organisations and they can have a dramatic impact on the wellness of the workforce. Transforming culture can be difficult and takes time, effort and commitment. In some cases, the culture isn’t bad or toxic but has suffered because of challenging business conditions. And there have been no shortage of those in the last 10 years. 

PUSH client Catalina Marketing, for instance, faced ongoing change due to the shifting landscapes of both the retail and marketing industries. No workforce likes constant change and uncertainty at the top tier and an apparent difference of direction compounded the stress and anxiety the team was feeling. Employee attrition rates rose to 22 per cent at this time. 

The general manager knew the problems needed to be addressed and PUSH was brought in to transform the culture as well as increase productivity. 

For many years, business in general paid lip service to culture, proclaiming its importance but deep-down seeing it as a touchy feely, HR nice-to-have rather than something that truly impacted the bottom line. We say a big thank-you, therefore, to the Financial Reporting Council (FRC) who back in 2016 published a study that explored the importance of culture to long-term value and how corporate cultures are being defined, embedded and monitored. Finally, culture was given a tangible link to business value. 

The report was the culmination of the FRC’s Culture Coalition, a collaboration with organisations such as the City Values Forum and the Chartered Institute of Personnel and Development (CIPD), as well as interviews with more than 250 chairmen, CEOs and leading industry experts, from the UK’s largest companies. 

At the time, FRC chairman Sir Winfried Bischoff said that a healthy corporate culture leads to long-term success by both protecting and generating value in the UK economy. It is therefore important to have “a consistent and constant focus on culture”, rather than wait for a crisis, he said, adding: “A strong culture will endure in times of stress and change.”

PUSH’s forward-thinking clients have been among those to recognise the importance of culture to their employee’s wellbeing and also the organisation’s performance. 

When it comes to culture transformation, our approach is to find out exactly what is affecting the team, examining the underlying issues and blindspots and assessing what is required to create positive and sustainable cultural change. 

Typically, we will run audits and speak to the entire team to get to the heart of what is going on internally. In the case of Catalina, four core themes emerged from the data that highlighted the changes required to improve creativity, innovation and resilience: bring to life the company vision and unite the team behind it; reignite the organisation’s passion and support the team’s energy levels; improve team integration and company-wide communication; and increase the opportunity for reflection, feedback and celebration. 

Over the next eight months we delivered a programme of activity that included personal development workshops and coaching and we also appointed internal Culture Champions who went on to create the Catalina UK Manifesto outlining behaviours, values, goals and aspirations. Another audit was carried out a few months later which shone a light on what else we needed to do to fully effect the culture change, which involved embedding the Manifesto behaviours in the team. 

The ultimate success of the programme can be judged by the metrics: team churn reduced from 34.5 per cent in 2018 to 14.8 per cent in 2019; absenteeism saw a huge drop from 210.5 days to 76 says across the year; and the total number of working days lost to stress dropped from 48 to zero to date in 2019. 

Amply demonstrating the link between culture change and productivity, the company saw an impressive improvement in the lead times of high-quality campaign delivery from eight weeks to two. The company also calculated it is saving around 9.5 to 17.5 hours a week due to the focus on efficiency, which amounts to 40-75 hours of available time to do great work for customers each month.

Statistics never tell the full story though and one of the most gratifying aspects of working on a culture change programme is seeing how much happier people are in their jobs. 

At PUSH, we believe that nobody should dread going to work and by creating real change in organisations, we are one step closer to achieving this every single day. Get in touch to talk about how we can transform your organisations culture.

Privacy Settings
We use cookies to enhance your experience while using our website. If you are using our Services via a browser you can restrict, block or remove cookies through your web browser settings. We also use content and scripts from third parties that may use tracking technologies. You can selectively provide your consent below to allow such third party embeds. For complete information about the cookies we use, data we collect and how we process them, please check our Privacy Policy
Youtube
Consent to display content from Youtube
Vimeo
Consent to display content from Vimeo
Google Maps
Consent to display content from Google
Talk to Us