Gain trust in the workplace, two men shaking hands

How to Gain Trust in the Workplace

Sue Garner / January 25, 2024

Who can you trust? Technology is being widely adopted to drive workplace efficiency and innovation. Yet, recent studies show that the impact of automation is a decline in trust. In this article, we discuss why trust is essential to business success and what leaders can do to ensure it remains a core value. Do Employees Trust Managers? In 2023, the Index of Leadership Trust* recorded the lowest levels of trust in line managers in the 5 years that the survey has been conducted. Inconsistency in decision-making was one of the many areas identified as the cause of the trust deficit. Then, in January, the latest Edelman Trust Barometer** was published. This indicates a lack of trust in company leaders, global powers and the media to act in the public’s best interest. The report suggests a general view that society is changing too quickly and not in ways that benefit the individual. Distrust was highest in employees within the lower income bands who feel that managers and politicians are disproportionately paid and driven by greed. What’s more, there are concerns that the rapid pace of innovation means that new solutions are not properly managed or sufficiently evaluated by experts. Equally, the research, reasons and recommendations are not widely shared. In short, it’s a sense that things are happening to us, rather than us having any say, control or choice. Does Trust Matter in the Workplace? In every work environment, productivity is the buzzword. We want to increase output to remain competitive and maximise investments. So, with promises of streamlined processes, it is no wonder that technology is embraced. However, there is also a strong correlation between trust and productivity. Yet, trustworthiness isn’t a skill that is actively sought out in leaders and it is difficult to quantify, so all too often it is skimmed over. In a workplace without trust, employees will do what they are legally and contractually obliged to do and little else. What’s more, to protect their interests, they will keep ideas, information and resources to themselves. Conversations are guarded and the focus is on getting to the end of the shift. In contrast, a work culture built on trust sees employees willing to contribute their skills, strengths, time and energy to group success. The attitude and behaviours are collaborative, motivated and considerably more productive. People are willing to speak up and branch out because they are confident in taking risks and know their views count. Managers V Leaders: It’s a Matter of Trust Trust is the difference between a manager and a leader. As a manager, your role and responsibilities have been agreed with the organisation. You may head up a team, but that doesn’t necessarily mean that you lead them. In contrast, a leader may not officially hold a management position. However, they have established a relationship with the team. They engage, include and inspire. Others trust them because they consistently demonstrate integrity, competency and genuine interest in the people around them. Leaders empower others. They notice each individual’s strengths and achievements, they challenge and develop talent and they are open to involving the team and keeping them informed. They are reliable and fair; a person trusted to turn to for expert advice, problem solving and support. How to Create Trust in the Workplace Trust is dependent on strong leaders and an inclusive work culture. It takes time to establish and can be easy to lose. It is such a valuable component in business success, so it is worth the effort. Listen to Understand An important aspect of building trust is spending time listening to your employees. What are their motivations, their skills and their underutilised talents? What are their perspectives, values and preferred ways of working? This insight is invaluable in having meaningful conversations, engaging employees in shared goals and delegating responsibilities. Involve the Team in Decisions Equally important is collaboration. You have organisational goals, but how do you get team members to buy into them? Firstly, share the desired outcome and invite suggestions on how this could be achieved. Explore ideas and encourage questions and developments. Thank people for what they bring to the table and put their ideas into action. Trust your Team Another point is that trust is mutual. Your role as a leader is to empower, not micro-manage. You have to believe that people will meet your expectations. So, get ready to relinquish control and accept that there are some things that they can do better than you. “The trust of the people in the leaders reflects the trust of the leaders in the people” – Paulo Freire If individuals take advantage of a more hands-off approach, their behaviour and attitude have to be promptly addressed. They need to be held to account. This is a significant factor in maintaining both motivation and trust in a leader with the rest of the team. Be Authentic People do not expect leaders to be perfect, but they want them to be honest, so break down the façade and be authentic. For example, you can: If the leader is authentic, it creates a culture of psychological safety, which drives job satisfaction, staff retention and low absenteeism. Invest in Trust When employees trust the organisation and leaders they are working for, they are likely to be self-motivated, collaborate with colleagues, contribute and embrace challenges. This drives productivity as much as the latest technology. For this reason, I believe businesses need to invest in leadership skills and building trust as much in digital advances. Contact Sue Garner to discuss your training needs *https://www.managementtoday.co.uk/%E2%80%9Cstory-stagnation%E2%80%9D-leaders-failing-grow-trust-says-report/indepth/article/1828090 **https://www.edelman.com/trust/2024/trust-barometer

Training, Coaching, Mentoring

Enable New Managers to Hit the Ground Running

Sue Garner / January 11, 2024

You’ve recruited a strong candidate, they’ve accepted the role and your new manager will soon be in post. Job done! Well, not quite. If you want new managers to hit the ground running, it’s time to plan their induction. Prioritising Recruitment & Retention According to the Ambition Index*, a survey of UK SMEs, there’s a feeling of optimism in the air. The majority of SMEs feel resilient and are exploring opportunities to unlock growth. The survey revealed that 22% plan to invest in talent recruitment and retention to achieve it. As such, upskilling current employees through training and attracting new talent are top priorities for 2024. Is your company investing in internal promotions or recruitment? If so, you want those new managers to be up and running from the offset. You need them to step up, take on responsibilities, drive productivity, generate sales and lead the team. However, they are going to need some input from you and the team to be able to do that. Even the most experienced and competent new manager will arrive with limited knowledge of how your company operates. As for internally promoted managers, they have to quickly shift their approach to fulfil a leadership role. Onboarding New Managers When onboarding new managers, consider the tools, methodologies and information that will equip them to meet your expectations. All new starters benefit from an informative induction to the company. The best way to ensure a consistent message is to produce an induction training programme. Use this to share the company values, key achievements and future goals. The programme can include links to interactive training modules, important documents and the websites of key clients. The next step is to plan a schedule for the first week or two in post. Who does the new manager need to meet? Prearrange meetings with members of the team to discuss their roles and the current projects they are working on. In addition, book meetings with clients, partners, suppliers and other priority contacts. These can be virtual, although it is often beneficial to meet in person. Buddies and Mentors Assign an experienced and positive member of the team as a buddy. They are the first point of contact for any questions in the first week. A buddy helps the new manager negotiate the working environment, bringing them quickly up to pace with business protocol. If you want to get the most from your new manager, mentoring is the next step. A mentor works with the individual’s skills to address challenges, unlock capabilities and optimise potential. This is especially valuable when the recruit has limited experience in a leadership role. Leadership Training for New Managers Continuous development is essential for any strong leader. After your new manager has been in post for a few months, discuss training needs. Is the individual proactive and how do they perform in reactive situations? Can they spot opportunities in the pipeline, as well as ensuring the team meets a deadline? Workplace training often focuses on building technical capabilities. However, for new managers, leadership training is valuable. What issues are they finding difficult to address? My online training short courses include common requirements including Employee Engagement, Effective Delegation and Team Motivation. These can be a good starting point. Building on this, advanced leadership training supports professional growth. Covering the essentials of communication, presentation and influencing skills, it supports the achievement of personal and business ambitions. Gather Feedback from New Managers Although recruits are finding their feet in your organisation, they bring expertise and experience to the table. What’s more, they see your business from a fresh perspective. For this reason, ask them for feedback on how the company might achieve its goals. What do they see as the strengths, weaknesses, opportunities and threats? Can they spot issues that could be resolved to streamline processes or better communicate the company values? Be open to feedback and benefit from valuable insight. Leave Them to It or Leverage Success So, when you recruit a new manager, you can just leave them to it. Their skills and strengths got them the job, so now it is over to them to deliver. You’ve spent enough time on the recruitment process and you need to crack on with other tasks. Alternatively, you can put measures in place to help leverage success. Prepare the necessary induction and you will benefit from managers who are equipped to hit the ground running. Contact Sue Garner for information on leadership training, mentoring or preparing interactive induction programmes. * https://www.three.co.uk/business/the-ambition-index

Training

Reignite Your Offer with a 2024 Training Strategy

Sue Garner / December 4, 2023

Freelance or employed, what is your plan for upskilling teams in the year ahead? Now is a great time to research industry trends. Then, adapt your training to deliver the desired outcomes. In this article, I cover how to create a training strategy. What are your Training Priorities? On a personal or corporate level, it’s good to start your training strategy by pinpointing your priorities. Who would you like to train and why? Consider your ideal candidate and the difference that your training could make for them. As part of this process, undertake research to identify company, or industry, goals and values. Use this insight to build a picture of training needs. Are your ideal candidates looking to upskill for career development? This might be the case, but training can also be vital for resolving workplace issues, compliance, building awareness and more. Where possible, identify the desired outcomes for both the business and the individuals you train. This insight is key to developing and promoting your course. Fill the Gap The next step in your training strategy is to identify the knowledge, skills and insight that you have. Equally important is to recognise the gaps and find ways to fill them. Research, collaboration and speaking to individuals with relevant lived experience are all development opportunities. In addition, training for trainers programmes are valuable for expanding your offer. Another option is working towards a widely recognised accreditation which may be necessary for attracting and reassuring your ideal candidates. Review & Update Your Training Offer As you start to shape your training strategy, it’s time to review your current training materials. Are your facts, figures and points of reference outdated? Imparting current data and fresh ideas is vital for making the subject impactful and memorable. If you are getting a little bored by some of the activities, it’s time for change! You need to be excited about the content of your training if you want others to engage. The Resources page on my website includes ‘Training Activity Ideas’ and tips on ‘Boosting Engagement’ which you may find helpful. Another consideration is the technology you use. Has this been updated to include new features? If so, can you incorporate this into your training sessions? Tailoring Training to a Different Audience Can you adapt your training, to make it appealing or accessible to different audiences? Internally or externally, who else would benefit from the learning? Spotting fresh opportunities is a great way to extend your reach. As a result, more people will benefit from self-development. As trainers, we are well aware of the importance of providing information in a variety of formats to appeal to different learning styles. Is your material accessible to all potential candidates? I’ve recently been building my understanding of neurodiversity in the workplace. As part of this, I’ve been researching ways to plan and deliver training to make it more inclusive. On the back of this research, I recently delivered a presentation titled ‘Embracing Neurodiversity in Learning Environments’ to an audience of trainers. If this is of interest to you, get in touch. Promoting your Training Offer The final stage in your strategy is to plan how to promote your 2024 training offer. Don’t wait for colleagues or interest parties to come and find you. Instead, be proactive and target those companies and individuals that you’ve prioritised. What is the best way to get their attention? Is it internal communication, email marketing, networking, industry events, LinkedIn, print media or paid ads? Whichever options work for you, the next challenge is preparing a compelling message to launch in January. The start of the year is a good time to get your message out. That’s because any outstanding budgets are often spent on training before the end of the financial year. Equally, companies are planning for their staffing needs for the year. As a result, they are open to upskilling employees and preparing induction training for recruits. If you offer open training events, my Resources page also includes tips on ‘How to Fill Your Course’. Your 2024 Training Strategy Spend time on your 2024 training strategy now to help you market your offer and encourage managers or clients to invest in your training. Preparing for a mid-January launch is a great way to kickstart your year. It also helps business leaders to compile training offers for staff, along with individuals who have resolutions to fulfil. If you would like my support in developing your 2024 training strategy, get in touch. For general insight, tips and support, sign up for my newsletter.

Training

Presenting a Compelling Vision

Sue Garner / October 24, 2023

If I asked you to stand up and present, would you be filled with dread? If so, don’t despair, this is a skill that can be developed. You don’t need to be a professional actor, you just need techniques for presenting a compelling vision and time to prepare. In this article, I share three essentials to get you started. Present to Build Connections, Win Trust and Influence I am often approached by business owners, senior management, team leaders and trainers looking to hone their presentation skills. They are knowledgeable and competent, yet the thought of pitching an idea leaves them hot under the collar. Glossophobia or stage fright are the terms used to describe the most common anxiety in the workplace; delivering presentations. However, we need to be able to speak up to educate, inform, convince and motivate team members, prospects, customers and stakeholders. The success of our business depends on it. I think it is important to remember that, in a digital world, we have fewer opportunities to interact. Therefore, every opportunity must be used wisely. Presenting a compelling vision is an effective way to build connections, win trust and influence actions. Before you start collating content, or harnessing that nervous energy, let me share three essential points. Start With The End in Mind (Steven Covey) Firstly, ask yourself, ‘What is the purpose of this presentation and what outcome do I want to achieve? I’ve sat through many speeches and training sessions which were packed with information. The presenter was knowledgeable and responded to questions. However, nothing changed because they provided facts, but not a vision. I was not driven to take action, my thoughts and behaviours didn’t alter and my curiosity wasn’t piqued. Now, if you are going to spend time preparing and delivering a presentation, it needs to be worthwhile. You want to engage and incite the audience; convince them and motivate them. In short, you want your presentation to have an impact. Be Invested in your Message Secondly, if you want buy-in from the audience, you need to not only know the information you are imparting but also be invested in it. “You can speak well if your tongue can deliver the message of your heart” – John Ford So, why are you passionate about the subject or driven to achieve the outcome? If you want to see fantastic presentation skills in action, watch TED Talks on any subject. Focused on ‘ideas worth spreading’ each speaker has a unique style and area of expertise, yet there is a common factor. Every speaker has a strong commitment to their message. They want to share it because they see it as valuable and important. They want to drive change by revealing innovations, challenging thoughts and behaviours, giving hope or showcasing alternatives. A speaker who talks from the heart is more likely to inspire an emotional response from the audience. This is important because it makes the message memorable and engaging. Take a moment to consider what will it mean if people sit up, listen, remember your core message and act on it. Why is this important to you and why is it important to them? This leads me to the third point. Know Your Audience Thirdly, personalise your message to the audience. Whether you are speaking at a conference, delivering training or pitching to investors, your audience believes there is value in being there. Their time is precious, so they are hoping to get something from the experience. Your challenge is to understand their motivation and respond appropriately. When you know your audience, you can pitch your content at the right level. Bring them on board by presenting information in ways that tie in with their values and tick their boxes. Consider what they need to hear or learn to engage and take those desired actions that you want to achieve. My training sessions are never the same. The core content is consistent, yet I tailor it to suit the audience. The first question I ask when clients book training, is ‘What outcomes do you want to achieve?’ This determines the presentation I prepare, which activities I use and the discussion we have. Advanced Presentation Skills The three points covered in this article are essential starting points. They can help you to prepare compelling content that inspires others to buy into the story. This can be valuable for meetings, interviews and training, as much as a conference keynote speech. If you would like to build confidence and competence in preparing content and presentation techniques, either 1:1 or as a team, contact me to discuss my Advanced Presentation Skills training. “Brilliantly paced and very informative, feel very ready to present now! The content was perfectly pitched so that I felt I was being stretched with confidence. Highly recommend to anyone looking to introduce speaking or workshops to their business.” – Sharon Strickland-Clark, Bravetart Coaching Contact me to find out more and discuss your requirements at info@suegarner.co.uk or 07775 624724.

Training, Inclusivity

Psychological Safety and Workplace Culture

Sue Garner / September 28, 2023

Collaboration and innovation are essential skills for the future success of business. However, they don’t exist in environments where employees hold back for fear of the consequences. In this article, we explore what psychological safety is and why it is essential for a successful workplace culture. What is Psychological Safety at Work? Your organisation may have a Health & Safety Policy and be compliant with the Equality Act, but is it a psychologically safe place to work? Psychological safety relates to the perception of consequences if you take a risk. That risk could be questioning a statement, challenging an idea or putting forward a suggestion. Equally, it could be admitting that something hasn’t worked or you are struggling with a project. Is it an ideal scenario if your employees rarely approach you with a problem? Surely, this means that you have a competent team who are great at using initiative and problem-solving. However, it could be the case that they are covering up errors and issues. The reason for this could be fear of an unpleasant situation; being reprimanded or looking foolish in front of colleagues. Alternatively, admitting problems could risk not receiving bonuses and opportunities that are based on successful outcomes. Equally, it might feel great when everyone agrees with your latest idea, but is this what they really think? Does a compliant nod suggest a flawless plan or do people not feel confident to point out a concern that is on their mind? Consider how you present the information and direct the response. For example, ‘Is everyone in agreement?’ leaves little room for someone to speak up. The Fearless Organisation A psychologically safe work culture is built on trust and respect. Remember that you recruited your employees because of their diverse skills, knowledge and experience. Therefore, your workplace should be filled with different thought processes, opinions and insights. This pool of perspectives and talent is where your strength lies, but only if people feel able to be themselves and express themselves without fear. In research on psychological safety, Amy Edmonson identifies the issues with being afraid to speak up. For a start, she notes that neuroscience research identifies that a fearful workplace diverts resources away from our ability to remember and process new information. This reduces our ability to analyse, think creatively and problem-solve. So, without psychological safety, your employees are less productive. Secondly, the fear of sharing concerns or trying new things hinders development and innovation. When issues aren’t flagged up, the organisation is at risk of escalating problems. And, if everyone sticks to the tried and tested, there is little chance of discovering something new. In The Fearless Organisation* Amy Edmonson highlights the importance of: Her research suggests that success is dependent on a workplace culture where everyone is valued and can contribute without reprimand or judgment. Does your Workplace provide Psychological Safety? Let’s consider your workplace based on Amy Edmunson’s three priorities. Firstly, does your recruitment process encourage diversity? If so, the team will bring a rich variety of thoughts and opinions to the table. With this in mind, did you know that I’ve recently launched Neurodiversity in the Workplace training? This builds awareness of the skills that neurodiverse individuals offer and the reasonable adjustments that can aid recruitment, integration and retention. Secondly, are employees’ views actively sought and valued? It is all about making the most of your team’s wealth of skills and perspectives. Some people need time to consider and process information, which means that the best decisions can’t always be made on the spot. Equally, some employees will be comfortable speaking up in a group, whilst others may only raise a point if they are asked on a 1;1 basis. Are there opportunities for everyone to contribute in their own way? Thirdly, if someone raises questions are they viewed as difficult and disruptive or do you thank them for their question? Do you recognise that you need to provide further information for them to do a great job? Equally, are radical ideas dismissed or are employees empowered to give them a try? A strong manager will see that an employee challenging an idea, or trying and failing offers an opportunity to discuss further and improve the plan. Leadership for Business Success Being a leader isn’t about knowing it all and having all the answers. It is about empowering and motivating employees, so you can draw on their skills and strengths. Workplace diversity is an asset and an effective workplace culture ensures everyone feels included and valued. Amy Edmonson’s three steps create a true sense of belonging. This enables both individual and organisational learning and development, motivation and retention. Therefore, the outcome of a psychologically safe workplace is a higher chance of business success. My new course on Trust and Psychological Safety offers an ideal opportunity for leaders to explore the subject in relation to their workplace and communication style. Contact me to find out more and discuss your requirements at info@suegarner.co.uk or 07775 624724. * https://www.lean.org/wp-content/uploads/2022/01/pl_Psychological_Safety.pdf

Mentoring, recruitment

Senior Managers Shape the Workplace Culture

Sue Garner / August 31, 2023

As a Senior Manager, your skills, attitudes and behaviours shape the workplace culture and influence team dynamics. You may have focused on upskilling your workforce, however, when was the last time that you refreshed your skills? In this article, we explore the benefits of investment in advanced leadership training. Understanding Your Leadership Style When was the last time you undertook training to develop your leadership style? As the manager, keeping your skills up to speed is a prerequisite for the development of your team. They can only reach their potential if you have created a workplace culture and leadership style that enables them to do so. So, the first question is, what is your natural, or usual, leadership style? As a senior manager, you will be instinctively drawn to a certain approach, one that fits your personality and your past experiences of being managed. You may not have defined your current leadership style recently and may feel the exercise is fruitless, however, self-awareness is important. This is because the techniques and communication used to manage others have a significant influence on their attitude and performance. With an understanding of leadership style, it is easier to identify the strengths of that approach. It also brings awareness to times when the default position isn’t working and adaption is needed. When to Adapt Your Leadership Style Adaptions to your primary leadership style can be temporary; driven by a situation or employee that benefits from a different approach. As an example, you may favour a Laissez Faire style, offering your team greater autonomy in how they work. Yet, an autocratic approach may be essential to deal with an emergency, such as a data breach. Do you adapt easily and how do your team respond to the change? Equally, you will get more from your employees when you adapt your approach to best meet their needs. This is especially important if your business is to attract and retain a diverse team which includes individuals from different cultures, along with neurodiverse talent. I explore this in greater detail in my Are you Ready for the Next Leadership Challenge article. Sometimes, a permanent shift is needed for personal and business growth. Management styles become outdated and change is the only way to create a desirable and productive company culture. This may not be an easy transition, yet it ensures you role model desired behaviours and influence positive change across the team. Are you regularly frustrated because: Any of these points can indicate an issue with the workplace culture. Let’s turn the tables by developing more effective leadership styles through training and coaching. How to Identify Your Leadership Style So, we’ve established that understanding your current approach is valuable for identifying when it works and when it needs adapting, but how do you identify your leadership style? Diagnostic Tools to Identify Leadership Preferences In preparation for my Advanced Leadership Training, I ask all delegates to complete a DISC diagnostic profile. This helps to identify their preferred style and provides me with insight for tailoring the session to influence positive change. On several occasions, delegates have been surprised by the results, as they differ from their perception of how they manage. Employee Feedback on Leadership Style A further step is to ask your team for anonymous feedback. Does their perception of your leadership style match yours? You can also ask what works for them and if they have any suggestions for where improvements could be made. Use a variety of tools to collect feedback, including questionnaires, comment boxes and discussions to enable all employees to share opinions in a way that they feel comfortable and supported. I can use the insight from diagnostic tools and employee feedback to inform training and, if required, coaching to learn new skills and provide practical advice that result in sustainable changes. Advance Leadership Training If you’ve prioritised staff training and have neglected your personal development, now is a good time to invest in Advance Leadership Training. This focuses on the necessary skills, qualities and mindset to effectively manage and motivate your team. In partnership with Thrive, I am also offering a FREE 1-hour Managing Neurodiversity in the Workplace webinar, to outline approaches aimed at bringing out the best in your neurodivergent team members. This is a great first step in refreshing your leadership style. If you have any questions about my leadership training, please get in touch at info@suegarner.co.uk or 07775 624724.

Training, Inclusivity, recruitment

Ready for the Next Leadership Challenge?

Sue Garner / August 1, 2023

As a business leader, your role is to create a strong team that collectively delivers the desired outcomes. This relies on your skills to discover and channel talent. It’s relatively straightforward when you have a team that thinks and works similarly to you. However, we know that the best teams consist of individuals with different skills. So, what if some of your team operate in a very distinctive way? They have the potential to drive productivity, problem-solving and profitability, but to do so, specific needs have to be understood and met. Many leading organisations are beginning to embrace this concept and it could be your next leadership challenge. Embracing Neurodiversity What do IBM, Deloitte, Microsoft, Dell, Hewlett Packard and Salesforce have in common? Firstly, they are world-leading organisations. Secondly, their innovations drive workplace efficiencies. Thirdly, each one of these corporations actively recruits employees with autism. This third point isn’t an act of philanthropy, it is part of their drive for excellence and success. “(SAP) managers say they (autism programmes) are already paying off in ways far beyond reputational enhancement. Those ways include productivity gains, quality improvement, boosts in innovative capabilities, and broad increases in employee engagement. Nick Wilson, the managing director of HPE South Pacific—an organization with one of the largest such programs—says that no other initiative in his company delivers benefits at so many levels.” (Source: hbr.org) Whilst neurodiverse people have long been misunderstood and judged for their differences, it is now recognised that variations in the wiring of the human brain can be a strength. Rather than focusing on trying to cure or alter the behaviours of neurodivergent individuals, we need to adjust our approach. When organisations accommodate and embrace neurodiversity, the results can be outstanding. Recruiting Talent The challenge for leaders is to assess talent, accept differences and manage individuals who operate in different ways from other team members. In my recent article Training for Inclusive Workplaces, I focused on recruitment. I shared how assessments and tasks can be more effective than traditional application and interview processes in uncovering hidden talents. Building on this, companies including Microsoft are actively working with specialist organisations and universities to help identify individuals with the desired skill sets. These partners inform potential candidates about opportunities and support them through the application process. Does your company collaborate with a local university as a recruitment strategy? Rethinking Leadership to Harness Talent Attracting neurodiverse candidates to your organisation is the first step, yet, it is only worthwhile if you harness that talent. This is the next leadership challenge; deviating from the norm to provide the training, work environment and support where neurodiverse employees can excel. Every employee is unique and one of the key roles of leadership is to gain an understanding of an individual’s skills, motivations and aspirations. It’s relatively easy when people are natural team players, but less so when individuals prefer to avoid social situations. Communication is another challenge. Get a neurodivergent person onto a subject they want to talk about and you could be there for quite some time. Equally, force a conversation on them and you may get abrupt responses or no response at all. This doesn’t mean they aren’t listening or are disinterested, it is just not where their mind is focused at that moment. It can be insightful to read the research published by Berkshire Healthcare NHS* on workplace neurodiversity. The challenges for neurodiverse employees included: However, they demonstrated excellent strengths in: If leaders provide suitable support to help neurodivergent employees, they benefit from skills that other employees lack. A Shift in Leadership Thinking This leadership challenge requires patience, understanding and adaption. It will take time to work out which management practices and employee processes are essential and which can be flexible. Five years ago, most organisations’ policies didn’t support remote working. There was some flexibility, but in-person meetings and team collaboration were seen as the ‘normal’ way of running a business. To operate through social distancing, things had to adapt. It worked well in some industries, less so in others, but lasting changes were made. Remote or hybrid working is now commonplace. This type of shift in leadership thinking is required if we are to reap the rewards of diverse and inclusive teams. Let’s learn from the successes of global corporations and see this as an opportunity for innovation and growth. Neurodiverse employees have often been the missing piece in the puzzle. By accommodating their needs, we get the whole picture. Neurodiversity in the Workplace Training Embracing neurodiversity is an opportunity that requires a fresh leadership style. Rather than avoiding or shunning those who think differently, I want to encourage businesses of all sizes to better understand neurodiversity. Workplace training can inform and equip your team with the knowledge and understanding to draw on a broader range of strengths. This could give your business a competitive advantage. * https://www.berkshirehealthcare.nhs.uk/media/109514758/neurodiversity-in-business-birkbeck-university-of-london.pdf Related Reading: https://www.linkedin.com/pulse/top-companies-who-engaging-neurodivergence-2021-andrew-williams/ Contact me to find out more about my neurodiversity training and reserve your place., at info@suegarner.co.uk or 07775 624724.

Inclusivity, recruitment

How to Future Proof Your Workforce

Sue Garner / June 28, 2023

Business success is dependent on internal and external factors, which can change at any minute. We cannot control everything that is going to happen, however, if we understand how to future proof our workforce, we can lessen the impact. What Makes a Workforce Future Proof? Do you have confidence in your team? That is a powerful question, but the answer reveals a lot about your recruitment process and learning opportunities. When we talk about a future proof workforce, we mean a team with the necessary skills, resources, and support to adapt and respond to opportunities and risks. It’s about a team of individuals who instil confidence, by being equipped to work independently and collaboratively to reach desired outcomes. We mean employees who radiate your brand values and ensure your reputation goes from strength to strength. This doesn’t just happen. It is dependent on considered recruitment processes and investment in the ongoing learning and development of all employees. Will We Need Employees in the Future? In a digital world, we may believe that the answer to future proofing our business is dependent on investment in technology. The efficiencies offered by AI and automation challenge the idea that we even need a workforce. There is no doubt that technological advances transform the workplace and will play an increasing role in business operations. However, thinking technology will completely replace employees is a mistake. For a start, whilst customers benefit from the convenience and efficiency that digital offers, they also value human connection, empathy and personalised experiences. A significant factor in customers’ perceptions of your brand is informed by interactions. Whilst technology offers streamlined processes and convenience, it only acts on inputted data. It cannot apply reasoning or common sense and, unlike your team, it cannot adapt, think creatively and be innovative. Not all customer interactions are straightforward, so when a standard digital process isn’t appropriate, we need skilled, knowledgeable and personable employees to help customers reach their desired outcomes. Hiring the Future Workforce So, the first point to raise is that the skills that make us irreplaceable in the workplace are not always prioritised in job specifications, application forms and interviews. Decisions on the best candidates are still informed by academic qualifications and direct industry experience. This means it is easy to overlook potential applicants with desirable talents and transferable skills. What’s more, it isn’t just customer experience that benefits from human connection. A positive employee attitude is also dependent on the soft skills of colleagues and team leaders. They are evident when employees feel valued, empowered and challenged, and when their abilities and achievements are recognised and acknowledged. To future proof your workforce, I recommend using soft skill assessments in recruitment. It’s also important to value personality traits and emotional intelligence as highly as qualifications and industry experience. When teams are built on skills rather than job roles, it leads to greater flexibility and adaptability. Developing a Future Proof Workforce The next step is training. Whether employees are new or long-standing, we need to keep developing their skills and thinking. Investing in learning and development opportunities is essential for a future proof workforce. The LinkedIn Global Trends Report UK* states that both career development opportunities and upskilling are top priorities for employees. What’s more, when workplace learning occurs, the organisation benefits from a 7% higher retention rate. Do you see your team in terms of their job role or have you identified their skills? Where are the untapped resources? Who has the potential to lead, innovate or critically evaluate? Sometimes, it is the individuals that you least expect who respond best to learning and development opportunities. On this point, I believe that business leaders can greatly benefit from involvement in workshops and training sessions. If attended with an open mind, it can be a means to identify individuals with the ideas or skills for new projects and initiatives. Experience has also taught me that the best outcomes are achieved when individuals have sufficient time and support to confidently implement the learning. They should then be empowered to work without micro-management. Trust them; their approach might be different, but diversity should be valued. A fresh approach might lead to fresh thinking that drives customer engagement and competitive advantage. Collaborate for a Future Proof Workforce My final point is to look beyond your team to enable your organisation to be more adaptable. Your employees don’t need all skills to cover every eventuality. Collaborate when you have synergy with other businesses and draw on the skills of freelance specialists. Look for opportunities to connect, share resources and benefit from expertise or insight. See your team as an extended network that can flex to best meet requirements. Summary A future proof workforce is empowered and adaptable; a team that you have confidence in. Achieving this is dependent on identifying and recruiting the necessary talents and skills. Then, the full potential of your team can be discovered and developed through training, mentoring, online courses and other learning opportunities. This upskilling is a priority for employees and, when they have the time and support to implement it, is an asset to your business. This investment in your workforce will help them to be future ready. In addition, use collaboration and freelancers to extend your resources, expertise and adaptability. * https://business.linkedin.com/talent-solutions/global-talent-trends/uk-talent-trends As a specialist in business coaching and assessments, I can assist you in recruiting and developing employees. Get in touch to find out more about DISC and soft skills training at info@suegarner.co.uk or 07775 624724.

recruitment, Mentoring

The How & Why of Assessing Soft Skills in Recruitment

Sue Garner / May 31, 2023

Application forms and CVs provide an effective means of discovering candidates with desirable qualifications and experience for the role. However, of equal importance are the individual’s soft skills; the personal attributes which can heighten or hinder business success. These aren’t easy to quantify, but in this article, I share ideas on how to assess soft skills and why this should be part of the recruitment process. What Are Soft Skills? Before we talk about assessing soft skills, let’s clarify what they are. These relate to an individual’s attitude and approach to work, colleagues, customers and challenges. Why Are Soft Skills Important in the Workplace? No matter what your industry or profession, you need employees who collaborate, communicate and use initiative. You need critical and creative thinkers; individuals who can solve problems, make decisions and adapt. Those with a positive outlook, those who listen and those who can see things from different perspectives make for productive team players and effective leaders. As automation and AI are increasingly integrated into our workplaces, hard skills become less important. Knowledge and technical capabilities can be input, with machine learning keeping this updated. Whether as employees or customers, people want to associate with brands that make them feel valued. As such, the future of work demands personable employees with emotional intelligence. Understanding and responding appropriately to colleagues, customers and stakeholders is at the heart of business success. 3 Ways Employers Can Assess the Soft Skills of Candidates The first step is to consider which skills are vital to the organisation and role. Do you need creative thinkers and problem solvers or does the position demand empathy, negotiation skills and conflict resolution? Once decided, add these to the job description, advert and application form to show they hold equal weight to qualifications and experience. 1. Use Personality Assessment Tools to Inform Candidate Selection As part of the recruitment process use personality assessment tools. Using a variety of formats, these offer a comparable, non-bias means of reviewing the soft skills of candidates. My preference is DISC, a world-leading tool that is trusted to provide insight into vital soft skills. An Introduction to DISC is available on my website. Sometimes assessment tools deliver unexpected results, with a less qualified candidate showing considerable strengths in the skills you are looking for. Is it easier to upskill them on the hard skills or develop the soft skills of a graduate with industry experience? 2. Ask Ex-Colleagues for Reference Requests When asking applicants for two references, these are typically provided by previous managers or team leaders. However, it could be beneficial to also request a reference from a colleague. A SkillsSurvey study* identified that managers tended to mention task-related behaviours in references; for example, technical competencies and the ability to meet deadlines. In contrast, team members were more likely to mention interpersonal soft skills; for example, working collaboratively and being helpful. When you follow up on references, ask open questions, such as ‘What was your experience of working with this colleague?’ or ‘How can you get the best out of this candidate and how did they get the best out of you?’. This approach is likely to generate clearer feedback about their soft skills. 3. Present Problem Solving Questions in the Interview This type of question is less about the answer they come up with and more a means of revealing their attitude and approach. You might show the candidates an idea for an upcoming project and ask them to develop it as a group. Then, on an individual basis, ask how they would respond if the perimeters changed; for example, the deadline was brought forward or staff capacity was cut. Note their reaction to the suggested change. Are they stumped or open to fresh thinking? Do they run with the first idea that springs to mind or is their evidence of a critical or creative thought process? Is there any suggestion of a collaborative response or is it all on what they, as an individual, would do? Soft Skill Development As a final point, I want to add that identifying and developing the soft skills of your existing workforce is also beneficial. A recent article in People Management** cited higher employee engagement and business performance as outcomes of soft skill development. The article reported that 92% of employees viewed soft skills as important for their careers and 56% would be willing to change jobs if essential skill-building opportunities were offered.Using assessment tools to identify skills and coaching to develop them is, therefore, an effective way of attracting, strengthening and retaining talent. * http://www.prweb.com/releases/2017/06/prweb14461828.htm ** https://www.peoplemanagement.co.uk/article/1815592/uk-losing-22bn-year-not-investing-soft-skills-development-research-finds As a specialist in business coaching and assessments, I can assist you in recruiting and developing employees. Get in touch to find out more about DISC and soft skills training at info@suegarner.co.uk or 07775 624724.

Training

Digitalisation & E-learning Driving Training Market Growth

Sue Garner / May 2, 2023

Upskilling the workforce has become a priority for businesses and this has increased the demand for corporate training. Specifically, growth is being driven by e-learning and the digitalisation of training materials. How can businesses and trainers make the most out of the opportunity to future-ready employees using virtual training modules and resources? Online Training to Upskill the Workforce A report published in PR Newswire* suggests that the future looks bright for corporate trainers. Their research indicates that steady growth in the European corporate training market will continue through to 2026. However, they’ve identified that it is the emergence of cost-effective e-learning modules and digital materials that underpin this growth. Online learning is nothing new, the first online course was offered by the Open University inCatalonia in 1985. With the development of online learning platforms, virtual courses have beenedging into the offer for many trainers and educational establishments over the last decade. What transformed things was being forced online during the pandemic. Like me, many corporate trainers had no choice but to shift to virtual and rethink how best topresent information in formats that worked online. Equally, employers had little option but toembrace online learning to upskill the workforce. Initially, it was a challenge, but the benefits of virtual training and e-learning modules soon became clear. So, what are they? The Benefits of Virtual Training and E-learning For both businesses and trainers, the first advantage is cost. Virtual training avoids expensesassociated with travel, room hire, refreshments and accommodation. Secondly, virtual training is time efficient. This is partly due to being able to access the learning from work or home, rather than travelling to a venue. Equally, it allows employees based in different offices, across the UK or globally, to attend the same training event. There are also time benefits. In-person training courses are typically a half or full-day commitment. However, it is possible to complete e-learning modules or attend virtual training sessions in 45 minutes to an hour. Not losing a member of staff for the whole day reduces disruption and this makes it easier to offer learning and development opportunities to the team. Also tied into time, it is easier for our brains to absorb and process information in small chunks. So, when trainers break down content into shorter online learning modules, they increase the chance of the learning being retained and applied. With the range of online training platforms that are now available, it has become straightforward for trainers to develop online courses and for employees to access these via a PC, laptop, tablet or phone. Virtual Instructor Led Training One concern that business owners share with me about online training is that it’s not tailored or as interactive as in-person training. I agree that this can be an issue with online training modules. They are written to impart information, such as technical skills or industry knowledge and the learner just works through at their pace. If your business is keen to tailor content and evoke discussion, I advise you to seek ut Virtual Instructor Led Training (VILT). Although online, VILT is live and interactive. The trainer delivers the content, encourages interaction and both asks and responds to questions. With VILT, there are pportunities to share ideas for implementing the learning, along with ways to overcome barriers. The Challenges of Virtual Training Successful outcomes from virtual training are dependent on several factors. Is the Future of Training Virtual? I believe virtual training will play an increasing role in upskilling the workforce. That’s largely because it’s more flexible, cost-effective and accessible than in-person training, however, it doesn’t have to stand alone. I’ve seen successful employee development when e-learning has been combined with mentoring or coaching. The training provides the foundations of learning and the mentoring aids implementation. If something has held you back from embracing virtual training, get in touch. I can answer yourquestions and provide suggestions on how to get the most out of this opportunity. For further information on VILT in advanced leadership and performance coaching, please get in touch at info@suegarner.co.uk or 07775 624724. * https://www.prnewswire.com/news-releases/corporate-training-market-in-europe-to-grow-at-a-cagr-of-7-31-from-2021-to-2026-digitization-of-learning-materials-will-drive-growth—technavio-301781903.html

Author name: Sue Garner