Author name: Sue Garner

Management Training Key To Neuroinclusive Workplaces - people in a meeting room sat around a table
Neurodiversity, Inclusivity, Training

Management Training Key To Neuroinclusive Workplaces

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15-20% of the UK population can be described as neurodivergent. That means they have conditions including dyslexia, dyscalculia, autism and ADHD which result in them processing information in alternate ways. Having individuals within the team who approach tasks, decisions and problems differently is an asset. However, a new report* highlights that management training is key to neuro-inclusive workplaces where individuals can thrive. Why Are Neuroinclusive Workplaces Important? Around 12 million people in the UK are neurodivergent. Some of them will be aware or diagnosed, others not. However, the majority have skills that are valuable to organisations. These can include, but are not limited to: By being aware of an individual’s needs and providing a neuro-inclusive workplace, your organisation can help individuals thrive, so you can benefit from this talent. Ultimately, a work environment where everyone’s skills are valued and encouraged is one where the team are most likely to contribute, develop and stay. What Makes a Neuroinclusive Workplace? The challenge of thinking in a unique way is struggling to fit in with standard, one-size-fits-all approaches. For example, an employee with dyslexia may not be as quick or proficient at reading or writing reports and emails. However, given the right tools, such as a text reader, that individual can perform. So, the first thing that is required is a psychologically safe work environment, where individuals feel able to share what they need without negative judgement. Secondly, there is no need for a formal diagnosis or disclosure to request reasonable adjustments. It is no different to your employees requesting a wrist rest or back support without needing a doctor’s certificate. Universal policies, including flexible working opportunities and workstation assessments, ensure everyone is treated fairly. Thirdly, the manager understands how people work best. For example, they recognise that the best ideas might not come from the quickest or most vocal response. Some people need time to consider and evaluate ideas, others want to research something or give it a go before speaking up. Therefore, they don’t rush to make a decision. Ideally, their organisation will have a Diversity Policy, with specific reference to meeting the needs of neurodivergent employees. Gathering insight from employees can inform the development of this policy and its practical application. Are Managers Equipped to Support Neurodivergent Teams? A Neurodiversity at Work Research, Practice and Policy paper* was published last month. It revealed that manager training is essential in fostering neuro-inclusive workplaces. Without training, many managers lack the necessary awareness, understanding and confidence to effectively lead a diverse team. That’s not surprising, as it is difficult to comprehend how people view the same thing from an alternate perspective. With line manager training comes the opportunity to develop different communication skills, strategies and tools. This equips leaders to get the best from individuals in their team and address needs and performance. It can demonstrate how small changes in language, attitudes and actions can transform interactions. In addition, training offers a safe space to ask questions that managers may feel unable to raise at work. I also think it is important for organisations to recognise that line managers may need more time, resources and support when leading a neurodiverse team. Training is a positive start, yet the learning is continuous. So, how can you enable them to put the learning into action? Neurodiversity at Work Training I offer three levels of CPD-accredited Neurodiversity training modules. These start with a basic introduction and progress to a deeper understanding of how to create a more inclusive and productive workplace. These sessions can be delivered in person or virtually. Neurodiversity training builds awareness of reasonable adjustments. Sometimes these adaptions are minor and low-cost, yet they make a big difference. If your managers are attending, allow them to recommend universal and specific changes that promote inclusivity. The report* suggests that greater insight into reasonable adjustments is one of the most valued and useful elements of Neurodiversity Training. To find out more and book training for your team please call 07775 624724, email info@suegarner.co.uk or complete my online contact form. *https://www.acas.org.uk/research-and-commentary/neurodiversity-at-work-research-practice-and-policy/report To understand more about the skills and abilities that neurodivergent individuals have brought to the workplace in this Hiring Talent on the Spectrum video. (13 min running time)

Woman sitting at desk behind laptop
Mentoring

How to Handle Restructuring & Redundancies with Sensitivity

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One of the biggest challenges for leaders and HR teams in 2025 is redundancies and restructuring. The incoming employment legislation and a stagnant economy have impacted finances. As a result, many businesses are exploring efficiencies that will lower costs. As salaries are typically one of the largest outgoings, cuts to the workforce are inevitable. This isn’t an easy prospect, so how can leaders handle restructuring and redundancies with sensitivity? Experience in Change Management Restructuring may result in changes to job responsibilities, department, workplace or pay. All of which means change and a level of uncertainty for employees. The potential change following redundancy is even greater and employees will have fears about whether and how their lives will be impacted. Therefore, this process is best handled by those with experience in change management. If this is your first time leading a restructuring or redundancy process, it can be valuable to access some training or coaching. This can equip you with the skills needed to handle the situation professionally and with empathy. Minimise the Impact of Restructuring & Redundancies When changing or cutting roles, it is necessary to understand and comply with legalities such as notice periods and pay structures. Equally, you must follow proper procedures to ensure the process is fair. However, you also need to factor in the human element. The decisions will impact your team’s life and will be a cause of stress. So, how can you minimise the impact on them? Transparency & Communication It’s important to be transparent from the start. Bring the whole team together to explain the situation and present the options that you’ve identified. Explain that the plan isn’t final, and welcome ideas and feedback. Facing the team with this news will feel daunting and an easy step to skip. However, involvement gives everyone a chance to share their views. It makes the process seem fairer and can ally fears. What’s more, the alternative is the team hearing the news through rumours, which can quickly escalate out of proportion. I urge you to keep communication channels open and provide a place of psychological safety for honest discussion. What’s more, actively listen to what is said. Everyone wants to be heard and they may raise valid and insightful points that inform your next steps. Skills-based Decisions Fair procedures are essential in difficult situations such as restructuring and redundancies. In a multiple redundancy situation, the process also has to be based on skills, without preferential treatment for individuals or groups. When the process is seen to be fair, it will improve interactions with all employees and protect the reputation of the business. In my experience, the best option is to use skill assessment tools to prevent unconscious bias and make decisions based on clearly defined criteria. On this point, I want to add that restructuring or redundancy shouldn’t be used to get rid of poor performers. If you are not satisfied with an individual’s contribution, attitude or behaviours, it should be promptly addressed on a one-to-one basis. Informing Employees with Empathy When you have decided who will be affected, arrange an in-person meeting with each individual. As a leader, I believe this is a conversation that you shouldn’t delegate and it must never be conducted via email, text or phone. Accept that this is a life-changing moment for them, so don’t keep them waiting. Allow them time to respond and keep the focus on them. This isn’t the time to be saying how difficult this is for you, it’s about recognising how difficult it might be for them. They may be upset or angry, silent or loud and you need to allow them to process the news in their way. Then, ask if they have questions and let them know about any support that you’ve put in place. Support to Aid Career Transition At times of change, everyone needs practical and emotional support. As an organisation, I’d recommend offering employees access to specialist services. Whether you are announcing redundancies, reducing hours or relocating employees, they could benefit from: This support helps impacted employees to focus on the next steps and ensures that they don’t feel abandoned at a difficult time. I would suggest writing a personalised testimonial for everyone who is being made redundant and sharing your willingness to be a reference. This all helps them to understand that this is a business decision and not personal. Support with Restructuring & Redundancies As a leadership trainer and performance coach, I understand the importance of empathic and meaningful interactions in the workplace. In times of change, I can: Offer career coaching or CPD-accredited online courses to those impactedness in my next article, so keep an eye out if this is of interest. Provide training to equip leaders with the skills and confidence to manage the human element of the restructuring or redundancy process Provide skills assessment tools for unbiased decision-making My support is tailored to your requirements. If this is of interest and you would like to discuss the options, get in touch at info@suegarner.co.uk or 07775 624724.

self belief - woman smiling in front of a laptop
Mentoring

How to Build Self Belief

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Have you recently been promoted, started a new job or launched your own business? Maybe you’ve been asked to lead a project or deliver training. These amazing achievements are to be celebrated. However, has joy been replaced by feelings of self-doubt? Following on from my previous article on Accidental Managers, I want to focus on the importance of a positive mindset. When I am training and mentoring new managers, keynote speakers and trainers, the term ‘imposter syndrome’ is often mentioned. It’s a term to describe feeling out of their depth and it can prevent them from achieving their potential. So, in this article, I want to explore how to banish imposter syndrome and build self belief. What is Imposter Syndrome? Imposter syndrome is when you believe that you don’t deserve the role or success that you’ve gained. This form of self doubt has you questioning your competence and can lead to concerns that you’ll be exposed as a fraud. In this state of mind, it is common to downplay your achievements and exaggerate any shortfalls. So, how can you replace these thoughts with confidence and self belief? Steps to Build Self Belief The first fact you need to know is that you are not alone. Those colleagues and peers who look so capable may also be feeling that they are winging it. Imposter syndrome is a sign that you are stepping outside your comfort zone. As such, associate it with taking on fresh opportunities and focusing on personal development. It means you are not stuck in a rut! Secondly, you are not in this position by chance. Whether you’ve been recruited, invited to deliver a keynote speech, assigned a project or booked to deliver training, others have seen your flair. I often hear people saying they aren’t sufficiently qualified, but qualifications aren’t the only mark of success. You have the skills, attitude, enthusiasm, knowledge and/or experience that is being sought. Thirdly, there will be things that come naturally and others that don’t. You may struggle with some elements and may make the odd mistake, but that doesn’t mean you have failed. Acknowledge what’s gone wrong and learn from the experience. Use your resilience to work through it and solve the problem. Then you’ll know what to do differently next time. Recognise Your Strengths To build self belief, you need to recognise your strengths. We all have them, but we don’t always know what they are. That’s because when you are good at something and it comes naturally, you don’t see it as something special. It’s like watching an experienced artisan at work. They make their craft look easy, therefore, it’s not until a novice tries that you see the talent and skill. To help you compile a list of your strengths, answer the following questions: Also, consider recent achievements, including a significant contribution to team success and non-work related accomplishments. What skills did you draw on to realise those goals? Address the Barriers Difficult conversations, public speaking and mastering technology are just a few of the barriers that feed self doubt and knock our confidence. Unfortunately, avoidance doesn’t make them go away. So, when imposter syndrome kicks in, what are the specific challenges that you fret about? If you pinpoint the areas that you feel inexperienced in, you can plan your response. For some challenges, you might choose to train and develop your skills. In other cases, it will make sense to seek support from someone with the necessary expertise or delegate. A good plan also helps to break down what feels like a large barrier into smaller chunks. With SMART steps (Specific, Measurable, Achievable, Relevant & Time-bound), you can track progress and celebrate the small wins. It’s also important to note that the biggest barrier can be our mindset. Therefore, you need to be conscious of the self-critical voice and create a new narrative. Replace ‘you can’t’, ‘you’ll never be able to’, ‘that will be too difficult’ and ‘what if’ with ‘how can I approach that?’ or ‘what do I need to achieve that?’. Learn to Be Assertive Having recognised your skills and addressed barriers, the next step to building self belief is to develop assertiveness. That is the ability to communicate in an open, honest and respectful way. It includes asking questions, expressing your ideas or opinions and responding to situations or comments with empathy and professionalism. As a starting point, you might wish to complete an assertiveness assessment. This helps you to identify areas for development. I’m going to go into greater depth about assertiveness in my next article, so keep an eye out if this is of interest. For now, if you would benefit from performance coaching or other support to overcome imposter syndrome, build self belief and realise your potential, get in touch at info@suegarner.co.ukor 07775 624724.

The Case of the Accidental Manager
Training

The Case of the Accidental Manager

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According to the Chartered Management Institutes’ Better Managed Britain* report, 82% of UK managers have no management or leadership training. We explore the impact of securing a role without learning the necessary skillset. What is An Accidental Manager? As an accidental manager, you typically have a proven track record. You’ve excelled in a technical or sales position and are top of your field. To reward performance, the next step up the ladder is a leadership role. Understandably, you desire an increase in status and salary, so accept the position. You may not have aspirations to be the boss, but this is career progression. The issue is that management demands a very different skill set. It is one thing to motivate yourself and drive your success, and quite another to be a strategist who can engage and inspire others. Therefore, to make that leap you need management training and/or leadership coaching to help navigate the intricacies of the role and responsibilities. The Impact of Accidental Management Unfortunately, many companies fail to invest in management and leadership training. They expect you to run with the role and make it work. I have worked with many accidental managers and in my experience the lack of training is evident. Inadequate confidence and competence are also evident to employees. Studies by the Chartered Institute of Managers** and Unmind reveal that around a third of employees have left a role due to poor managers. We’ve all been in roles with a poor manager and it is the biggest demotivator. You do what you have to, but nothing more. What’s more, it leads to a toxic and divided work environment and that sinking feeling in your stomach on a Sunday evening. A bad manager doesn’t recognise your abilities, fails to keep you informed and never asks for your ideas. Their lack of planning is often evident, leading to tight deadlines and constant pressure. In the worst cases, they discriminate against you, whether intentionally or not. Types of Poor Managers When I first meet untrained accidental managers, they often fit into one of these categories: The Highly Stressed Managers Feeling under-equipped and overwhelmed, they’ve been thrown into the deep end and are doing their best to stay afloat. They are reactive, dealing with things as they arise, but lack a clear plan and often feel anxious. The Micro Manager They expect everyone to work like them. When this isn’t the case, they get frustrated and start picking up on the smallest detail to bring people in line. They want to control everything and lack the trust or respect to recognise the skills of the team. The Lax Manager Hitting cruise control, they languish in the superior role and let the team get on with it. They fill their day with meetings and talk the talk, but aren’t using their time productively. What’s more, they are happy to take credit for success and apportion blame for failures. It is demotivating for the team to work for any of these bosses. Therefore, if 82% of UK managers are untrained, it is no wonder that we have a workforce that wants to leave, has high absenteeism and would rather work from home. What we all need is someone with a vision, who can communicate, collaborate and empower us to contribute to that vision. We need someone approachable and supportive who isn’t afraid to deal with issues. To gain respect, we want someone who leads by example, is fair and takes an interest in us. Accidental Managers Aren’t Bad Managers If you’ve been promoted into a leadership role, it doesn’t mean you are a bad manager. You might discover talents and abilities that help you and the team to excel. This could be your calling and your team could gain someone who inspires and innovates. Are you the person who turns things around and makes the team, department or business a success? However, when leadership training and coaching are offered, the chances of you finding your feet and making it work are greatly increased. I love being involved in the transition process, helping to draw out your potential. When leaders are upskilled, the whole team benefits and this drives a positive work culture, productivity and employee retention. The Value of Leadership Training & Coaching The reality is that not all of us are suited to leadership roles. Strategising and managing others may not come naturally. However, it is beneficial for everyone taking on a management role to have leadership training as you can learn and develop many of the necessary skills. Through observation, learning and feedback, you can be better equipped to engage the team, tackle conflict and discover hidden potential in yourself and others. With training, you can learn techniques to prioritise and plan, to reduce the pressure of fire-fighting. In addition, you can build the critical and creative thinking skills that are essential for success. In addition, leadership coaching offers a sounding board to discuss and reflect on your responses. No manager gets it right all the time. However, the ability to share, be challenged and see the situation from different perspectives offers an opportunity to adapt your leadership style and keep improving. Advance Leadership Training & Coaching If you are promoting employees or recruiting new managers, equip them to undertake the role with Leadership Training and coaching. I work on a 1:1 basis or with groups to prepare and develop talent that can future-proof your business. You don’t get great managers by chance, so let’s give them the best chance to do a great job. Email me with your requirements or call me to discuss on 07775 624724. *https://www.managers.org.uk/knowledge-and-insights/research/better-management-report-take-responsibility-take-action/ ** https://www.managers.org.uk/about-cmi/media-centre/press-releases/bad-managers-and-toxic-work-culture-causing-one-in-three-staff-to-walk/

measuring the value of training
Training

Measuring the Value of Training

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Learning and development are essential for business growth. When we invest in individuals, they gain new skills and the company reaps the rewards. However, training costs, so it needs to generate a return on investment. So, in this article, we explore ways of measuring the value of training. Is Training a Cost or Investment? I often hear managers talk about skill shortages. Yet, in another sentence, they state that they haven’t the budget to pay for training. The fact is that learning and development are essential to keep pace with an ever-evolving work environment. In addition, we need confident and competent teams that are productive, innovative and adaptable. So, my first point is to consider training as an investment, rather than a cost. When individuals engage in training that is relevant to their role and learning needs, your business will benefit. They will be better equipped to fulfil their role and realise their potential. As a result, the productivity, professionalism, efficiency and output of your organisation will grow. My second point is to outline a few actions before and after the training to measure the impact and aid implementation. These will help you to understand the value and gain maximum value from training. So, let’s start with identifying training needs. Action One: Identifying Training Needs Some companies hold an annual staff day to tick the learning and development box. Everyone attends, the content is generic and irrelevant to many in the room. It is not offered in response to a training need or desired outcome. At the end of the day, there has been nothing to challenge or develop thinking and behaviours, so nothing changes. This is when training is a cost. It is an investment when a specific need has been identified and training is tailored to ensure it is relevant to those who attend. In addition, delegates are selected or request a place, based on the direct benefit to them and the company. With that in mind, what trigger has identified a need for training? Examples include: Action Two: Clarifying Outcomes of Training The first question I ask clients is ‘What change do you want to see?’. Training is all about change for the better. Gaining knowledge and insight is only beneficial if we can apply it. So, what do you want your team members to do differently having completed the training? Examples include: Now you can source a corporate trainer with a track record that matches the needs and desired outcomes. Action Three: Pre-training Measures With the needs and outcomes identified, you can assess the current position. An employee survey or workplace observations can measure existing skills and confidence levels. Other options include customer complaints and staff retention data. As a corporate trainer, I find it helpful when organisations share this pre-training insight. That’s because it enables me to pitch the content at the appropriate level and to address specific issues. Action Four: Allocate Sufficient Time to Training To help employees engage with training and implement what they’ve learnt, it is important to allocate time before, during and after the event. Pre-event research or preparation enables everyone to arrive ready and gain the most from the session. Afterwards, it is essential to have time to try things out, put learning into action and have the option to ask questions. Is the trainer available for a follow-up call or refresher session? If not, designate someone in-house for this role. Action Five: Post Event Measures At the end of most training sessions, attendees are typically asked to fill in a feedback form. This is their reaction to the course and indicates how the training was received. They might also receive a certificate of attendance. However, neither of these measure learning outcomes. As an organisation, it’s useful to have a deeper understanding of the impact. Therefore, you need to ask specific questions and potentially undertake skills assessments or observations. The timing of these is important, as you have to allow time for learning to be applied. However, you want the training to be fresh in their minds. Questions that could be asked include: As for pre- and post-training data, the impact is unlikely to be immediate. It can be 6-12 months before any valid comparisons can be made. However, this is a good way to track the impact and to realise the value of learning and development. Assessment Tools As an experienced, outcomes-focused trainer, I offer a range of assessment tools to evidence the tangible development of delegates. When you are ready to invest in training, tell me the training needs and desired outcomes that you’ve identified. Then, I will recommend tailored training and measuring tools to match those requirements. Let’s ensure that you get returns on your training and development budget. Contact me info@suegarner.co.uk or call me on 07775 624724 to find out more

Training, Inclusivity, Mentoring, recruitment

Preventing Workplace Discrimination

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Employment law is being updated to better reflect the modern workplace. It is now widely recognised that when all employees are treated with respect and fairness, the employer reaps the rewards of higher productivity. Good work practices also attract and retain diverse talents that fill skill gaps and give an organisation a competitive edge. Building a Diverse Workforce The modern workplace requires a fresh perspective. Traditionally, successful hires were based on educational achievements, gift of the gab, industry experience and the ability to accept a full-time contract. It is now recognised that this approach is biased. That’s because it is a barrier to a significant percentage of talented individuals who don’t fit the mould. By thinking broadly, offering flexible working opportunities and using assessment tools to eliminate unconscious bias, we can find the best people for the job based on skills and potential. A shake-up of job descriptions and a greater focus on capabilities have resulted in many organisations building a diverse workforce. However, recruiting a broader range of talent is just the start. Psychologically Safe Workplace Culture It is equally important to foster a workplace culture that values every individual based on their contribution to team success. In addition, we need to ensure everyone is protected from discrimination and harassment. Achieving this is reliant on a Diversity, Equality and Inclusion (DEI) strategy, staff training and providing individuals with the resources they need to do their job. I believe that there is incredible value in opportunities to help everyone understand and appreciate the diversity of the workforce and how this benefits the business as a whole. Part of my training offer is raising awareness of neurodiversity in the workplace. In addition, you might work towards being a Disability Confident Employer or proactively discover more about the cultures represented in your team. When employees feel accepted, it can transform team dynamics and help everyone to realise their potential. A psychologically safe workplace culture ensures everyone feels they belong. And, that sense of being part of a team lowers staff turnover. What’s more, greater diversity makes customers feel welcome and accepted and that boosts market share and profits! Avoiding Tribunal Cases Cases of employee discrimination do end up in court, with both employees and employers being held responsible for acts of discrimination. Unfortunately, this disrupts operations, impacts colleague morale, can damage the reputation of the business and be costly. Cases of disability discrimination, including neurodiversity, were up 30% in 2023* compared to the previous year. A significant number cite unfair assessments of performance**. So, how do you prevent your business from being viewed as an unfair employer in the eyes of the law? Here are my 5 tips for preventing workplace discrimination: If budget is an issue, my online courses will help – particularly those focused on preventing sexual harassment and discrimination and neurodiversity awareness – email me to discuss your needs! You might also be interested in the CIPD’s guide on Neuro-inclusion at Work. Breaking Down Barriers to Employment It was once considered inappropriate for women to enter the workforce. However, given the chance, we proved capable of achieving in every industry. Meanwhile, other groups remain underrepresented and we need to change our thinking to give them better opportunities. Let’s view people based on abilities and be open to different ways of working to break down the barriers to employment. This is important for individual and business success. As a trainer experienced in the delivery of Neurodiversity in the Workplace programmes, I can upskill your managers and team. Get in touch to find out more about building awareness, reasonable adjustments and avoiding discrimination. Email info@suegarner.co.uk or call me on 07775 624724 to start the conversation. *https://www.hrmagazine.co.uk/content/news/acas-sees-surge-in-disability-discrimination-claims/ **https://www.business-reporter.co.uk/human-resources/neurodiversity-and-increasing-risk-of-tribunals

Training, Inclusivity, Mentoring

How to Handle Uncomfortable Conversations at Work

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o create a positive work environment, managers are encouraged to motivate the team with positive encouragement and constructive feedback. When you start recognising everyone’s contribution to business achievements, this is an easy thing to action. However, a positive work environment also depends on addressing issues. You can’t shy away from these uncomfortable conversations, so how can you handle them effectively? The Reasons for Uncomfortable Conversations In the same way that we need to recognise employee success, we also need to recognise when an employee’s actions or behaviours are not in line with expectations. If your team see that one employee is getting away with turning up late, not completing work or harassment, it has a detrimental effect. As a result, others may start to slacken and negativity soon builds. Reasons for uncomfortable conversations include: In all of these cases, there is a need for a sensitive and open-minded approach. What Concerns Leaders About Difficult Conversations? During leadership training, I am frequently asked for advice on how to start difficult discussions, address the problem and initiate positive change. It is an issue that many leaders feel ill-equipped to manage. I’ve picked up on specific concerns about saying the wrong thing, being compliant with legal requirements and not escalating the issue. The point of the discussion is to drive positive change and improve the work culture. Yet, if handled incorrectly, it can result in a defensive response that further alienates individuals and the team. In addition, greater responsibilities are being placed on businesses. These include making reasonable adjustments for disabled and neurodivergent employees, maintaining good mental health and protecting employees from sexual harassment*. Therefore, managers without experience in these areas are worried about messages being misinterpreted and employees citing discrimination. Preparing for an Uncomfortable Conversation My first recommendation is to invite the individual/s to a meeting that allows everyone to prepare. On your part, gather facts to support the discussion, so you can be specific. For example, “I’ve noticed that you arrived late on three mornings in the last fortnight.” Or, “We received two customer complaints from when you were on duty this week.” Secondly, use a collaborative, rather than accusative, tone from the offset. For example, “Can I get your perspective on the progress of this project?” Or, “I’ve noticed a tension between you and your colleague that I’m keen to understand.” Thirdly, allocate sufficient time to listen, discuss and problem-solve without distraction. That means finding a private room and putting phones on silence. What’s more, don’t leave this until the end of the day, when everyone’s mind is set on getting out of the door. Holding the Conversation Keep in mind that the purpose of the discussion is to identify the issue and resolve it. If an individual feels involved in the process and solution, they are less likely to become defensive. “We’ve established there’s a personality clash, so what changes would make it easier for you to work together?” Or, “You’ve been open about not following the procedure, what training would help build your confidence with this?” Ensure that you listen as much as you talk. Asking open questions and allowing for pauses in the conversation will encourage the employee to contribute. “Are there reasons why you’ve started sending personal texts to our colleagues?” Or, “Can you help me to understand why someone might feel that you are bullying them?” Be professional at all times, which means avoiding judgment, retaining a calm yet assertive manner and being clear and constructive. “We need to complete this project on time, so what do you need from me to get it back on track?” Or, “For safety reasons, we must all wear the full uniform when on shift. I’ve heard what you’ve said and will supply you with an additional set to make that easier. However, if you arrive without it again, I can’t let you work.” Ending the Conversation To achieve change, it is important to clarify agreed actions at the end of the meeting. Summarise the next steps and expectations that have been discussed. (Follow up in writing with an email outlining the key points discussed and agreed actions. Keep a copy for your records.) Let them know that you will follow up to see how things are going. Also, invite them to come to you if there are any further issues or concerns. This shows it is not the end of the conversation and encourages openness. Finally, thank them for their time. After the conversation, undertake or schedule actions that you’ve agreed to. Leadership Training The best outcomes occur when poor performance, conflict and complaints, including sexual harassment or burnout, are promptly addressed. Avoidance won’t make them go away or sort themselves out. Mental Health at Work is the theme for this year’s Mental Health Day on 10 October. I know from experience that managers are facing uncomfortable conversations which cause them stress and anxiety. What’s more, a lack of skills in this area is likely to impact the mental well-being of the entire team. Therefore, you want managers who are equipped to handle uncomfortable conversations. October new legislation requires companies to protect employees from sexual harassment. This may lead to some uncomfortable conversations for managers. Is preparing them to handle these appropriately a need in your organisation? If this is a need in your organisation, my advanced leadership training can be tailored to the specific issues or barriers being faced. Contact me to discuss my solutions to your requirements. *https://www.cipd.org/uk/views-and-insights/thought-leadership/cipd-voice/new-duty-to-prevent-sexual-harassment/

Coaching, Training

Get More for your Training Budget

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We know that ongoing learning and development opportunities are essential for business success. However, there are also budgets to balance and this means that investment in training is often reduced. So, how can you get more for your training budget? The Value of Continuous Learning Every industry is experiencing skill shortages. It’s due to the rapid pace of change, which makes it difficult to keep up with technological advances, innovations, evolving needs, new legislation and issues such as sustainability. To have any chance of unlocking potential and future-proofing our businesses, learning and development is a must. In addition to updating skills and knowledge, regular training builds confidence, competence and consistency in service delivery. This is important for a strong brand identity and customer service excellence. For these reasons, it can be argued that cutting back on your training budget is a false economy. Yet, the reality is that some payments are more immediate. Therefore, it’s no surprise that a limited budget was identified as a barrier preventing organisations from investing in training in the CIPD Learning for Work report*. How to Extend the Training Budget One solution is to invest in training for trainers. So rather than covering the cost of every employee to attend courses, you equip members of your team with the skills and resources to effectively impart knowledge. Training the trainer is suitable for in-house trainers, team leaders, managers or individuals with specialist expertise. When they gain the insight and ability to deliver information in an engaging, interactive and responsive manner, they can drive the learning and development agenda in your organisation. This can give your company the edge. What is Covered in Training the Trainer? Understanding the Audience and Outcomes An important step in Training the Trainer is understanding the audience. In my mind, training is only valuable if it leads to positive change. So, before starting any training, I am keen to understand what everyone wants to achieve. So we explore outcomes and how these can be met. As a trainer, you need to know what delegates want to get out of attending the training. They might be there to: Does this match with the outcomes that managers want to achieve and align with the organisational goals? Equally, you need to know the current knowledge level of the audience, so you can pitch the training appropriately. How to Adapt & Respond A vital skill for any trainer is how to adapt and respond to the audience. Even in a well-planned session, the unexpected will arise. Common issues are difficult group dynamics, faulty technology and last-minute time restrictions. Equally, a relevant point that isn’t on your agenda may be raised. Sometimes it is appropriate to move away from the planned content to address the needs of the audience. At other times, it is best to suggest another opportunity to continue that conversation and move on. Knowing how to adapt and respond so you retain control of the learning environment is a necessary skill. Resources to Communicate the Message The individuals selected for training the trainer usually know the subject matter. However, there can be opportunities to further develop their mastery of the subject. More often, the focus is on finding appropriate resources that help to effectively communicate the core messages. This could include video clips, infographics, activities, scenarios or images. Master the Technology Training doesn’t need to be delivered in person. Virtual training, e-learning, webinars and podcasts are just some of the digital options that make continuous learning viable and accessible. Therefore, Training the Trainer to master the technology increases the opportunities to impart and refresh knowledge. Find their Preferred Training Style Finally, Training the Trainer is an opportunity for them to discover their training style. Through group feedback, the delivery, tone and pace can be finely tuned. In-house Learning & Development Companies that have worked with me have found Training the Trainer makes it easier and more cost-effective to be responsive to needs. Thank you for the significant contribution you made to the success of the Renault Business Initiative Training Programme involving 230 Renault UK dealers. The training programme achieved its commercial objective. Project achieved overall 94% satisfaction, however, your personal performance rated between 98% and 100% trainer satisfaction” — J Wyatt, Renault UK Ltd With the skills held in-house, training can be delivered in quiet spells or in bite-sized sessions that fit around the working week. If your trainers are equipped to host virtual events or create e-learning content, it is an effective way to upskill remote working teams or colleagues in other branches. So, if Training the Trainer sounds like the ideal way to get more from your training budget, contact me to discuss your requirements. * https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2023-pdfs/2023-learning-at-work-survey-report-8378.pdf

employee engagement
Mentoring, Coaching, recruitment

Does Employee Engagement Matter?

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Employee engagement can be described as a connection between an individual and the organisation they work for. Ideally, an employee will understand and align with the values and goals of the company. It’s about seeing the worth of contributing their time, energy and skills beyond getting paid. But, does employee engagement matter? Less than a Quarter of Employees Feel Engaged The latest Gallup ‘State of the Global Workforce’ report states that just 23% of employees feel engaged in their work. Of the rest, 62% feel uninspired and just do the bare minimum and 15% are actively disengaged, with their efforts focused on finding a new role. Don’t disregard this as one of those studies that represent the views of a handful of respondents. Gallup’s findings are based on feedback from employees in 183,000 businesses across 53 industries in 90 countries. So, as an employee, are you one of the 23% or are you simply going through the motions to get to the next payday? If this is the case, think about why you stay. There could be another opportunity out there where you can contribute, apply your skills and achieve job satisfaction. As a manager, do you care if your employees are engaged or are you simply satisfied if they turn up each day and don’t leave you short-staffed? And, if you are a business owner, do you think that employee engagement has any relation to your bottom line? In this article, I’d like to share why employee engagement matters to the individual and the organisation. The Benefits of Employee Engagement The key insights of the Gallup report* suggest significant differences in the performance of the top quartile and the lowest quartile. For a start, those organisations with low employee engagement experience 51% higher staff turnover. This is coupled with higher rates of absenteeism, health & safety incidents and workplace theft. In contrast, where employees are engaged, the organisation benefits from higher productivity and profitability. What’s more, these businesses show greater resilience to turbulent economic and political circumstances. On a personal level, when employees have enthusiasm and dedication to their role, well-being is heightened. This improves workplace performance and has a positive impact on other areas of their life. How to Increase Employee Engagement There are many factors in building an organisation where employees feel connected, valued and committed. Here are three elements that I believe are fundamental requirements. 1. Identify Company Values Have you identified what your brand stands for and is this communicated to all employees through every decision the company makes? Beyond the products and services, these values underpin your reputation and how it is perceived. If you want employees to feel proud to work for you, they need to understand and share these guiding principles. 2. Recognise Employee Skills, Knowledge, Experience & Potential Irrespective of job role or position, every one of your employees has skills, knowledge and experience that can contribute to business success. Do you take time to get to know your team, so you can select the right people to contribute? Are all employees respected, invited to the table and empowered? And, when someone comes up with a great idea, supports others, receives positive feedback or pulls out all the stops, is this recognised? 3. Equip Managers with Training & Coaching The Gallup report shows a strong correlation between engaged managers and engaged staff. More strikingly, the research suggests that 70% of the variance in team engagement results from managers. This means the performance of everyone in a company can be driven by an inspiring, involved and supportive manager or dampened by an ineffective one. As I’ve mentioned in previous articles, people are often promoted into management roles due to being experts in their field or loyalty to the company. They step into the role with no experience in managing others and no leadership training or coaching. As such, they are not equipped to discover what drives and motivates the individuals in their team. Management Training for Employee Engagement In partnership with Trainers Library, I deliver four modules for managers which focus on employee engagement. I believe these offer a good understanding of the benefits and challenges, with practical steps to help you upskill. Module One – What’s In It For Me, provides a good foundation for understandingModule Two – Job or Organisation, focuses on pride in where you work and what you doModule Three – What Engaging Managers Do, explores skills and behavioursModule Four – Building Engagement offers practical steps to implement at work In addition, the focus of performance coaching is often directed towards assisting managers with leadership challenges. This helps individuals consider a range of options and the potential impact, so they can find the most appropriate course of action. I also offer online courses to build specific management capabilities. Employee Engagement Matters This article has outlined the benefits of employee engagement to individuals and organisations. It shows that where values are aligned, team members are respected and quality managers have the skills to lead, a company and its staff can thrive. So, what actions will you take to encourage your team to work for more than money? I’m now taking bookings for employee engagement training in Autumn/Winter 2024. Contact me to find out more. I’m also happy to discuss a tailored ‘pick & mix’ package of training, online courses and leadership coaching to match your business needs. * https://www.gallup.com/workplace/645416/key-insights-global-workplace.aspx

Mentoring, Coaching

How to Build Workplace Inclusivity with Mentoring

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Are you looking to benefit from the skills of a more diverse workforce? That’s great, yet it may take more than a change to the traditional recruitment process. To help every employee feel that they belong and can thrive, you may need to provide appropriate support. This can include flexible working opportunities, adaptive equipment and mentoring. In this article, we look at the role mentoring plays in building workplace inclusivity. Recruiting Diverse Talent Doesn’t it seem logical to build a team based on people’s capabilities? Yet, all too often a person’s background, academic achievement or ability to talk the talk in an interview is what gets them the job. This has resulted in a complete lack of diversity within most industries and a missed opportunity to fill the talent pool. Yet things are changing. Through legislation, flexible working and a desire to do better, many companies now recognise that they can gain a competitive advantage of an inclusive workplace. There is a realisation that fresh perspectives, alternative ways of thinking and different life experiences are necessary for a strong and effective workforce. However, being open to candidates from varied backgrounds doesn’t mean that they will apply or feel confident in an interview. And, if you do get the recruitment process right and make an offer to an individual from a different cultural background, with neurodiversity or a disability, you can’t just expect them to fit in. You need a work culture that promotes psychological safety. That is a place where they feel that they belong and are enabled to perform at their best. A Focus on Mentoring It is well documented that managers and employees with access to mentors outperform those without. Mentored employees also report higher career satisfaction, as well as being more productive and loyal. Further benefits were researched by Dr Ruth Gotian and are shared in A Complete Guide to Effective Mentoring. A mentor’s role is to be a guide by your side, helping to nurture your talent. When you have a mentor to help negotiate the pressures and challenges of the job, it’s an empowering way to embrace a new role or responsibility. Mentoring provides you with a sounding board, someone who helps you consider appropriate ways to handle difficult situations and how best to apply your talents. Wouldn’t it be great if we all had this support? Mentoring for Inclusivity Much of my mentoring work has focused on supporting new managers to take on leadership roles. In most cases, their knowledge and experience have led to them being promoted. Yet, they often have little or no experience in engaging and motivating a team or resolving issues. As a mentor, I help them to see matters objectively and handle situations that arise. More recently, I’ve been asked to mentor employees with neurodiverse conditions. My role has been to help them navigate the nuances of workplace and colleague or customer interactions. By getting to know the individual, I encourage them to express their needs, strengths and ambitions. When they do this, it helps employers and colleagues to adapt and make the workplace more inclusive. The behaviours and actions of a neurodiverse person likely seem odd to you and it’s the same story from their perspective. Yet, a mentor can help bridge the gap. And, given the tools to perform, these diverse individuals might be your most technically-minded, creative or innovative employees. They could be the natural problem solvers or those who can be relied on to spot an error or issue. Their unique approach could be exactly what you need to grow the business. If you want to find out more, I recommend reading the results of a CIPD employer and employee survey* on the impact and experiences of becoming a neuroinclusive workplace. What is Access to Work? All employers are expected to make reasonable adjustments to break down the barriers that have traditionally prevented diverse individuals from entering the workforce. It is important to try to accommodate an employee’s request for equipment or flexible working arrangements that make the workplace accessible. The bonus is that these adaptions may also benefit other employees or customers. However, if an accessibility request extends beyond a reasonable adjustment, it is worth exploring whether the employee meets the criteria for an Access to Work grant. If eligible, this can be spent on specialist equipment or support services that the individual needs. The support services include a neurodiversity mentor. There is an Access to Work Guide for Employers if you want to find out more. Building Workplace Diversity with Mentoring So, mentoring is an effective tool in helping any employee to adjust to a new role, address challenges and discover how to effectively apply their talents. Leadership mentoring is an asset to new managers, but a mentor can also support diverse employees to adapt to the work environment. As a trainer for Neurodiversity in the Workplace, I understand the value that an inclusive work culture can bring to individuals and companies. Coupled with my experience as a mentor, I can provide tailored support to help new team members to thrive. So, if you are working on becoming a more inclusive business, get in touch to discuss how I can help. * https://www.cipd.org/uk/knowledge/reports/neuroinclusion-at-work/

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