Mentoring

Woman sitting at desk behind laptop
Mentoring

How to Handle Restructuring & Redundancies with Sensitivity

/

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

/

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.

Training, Inclusivity, Mentoring, recruitment

Preventing Workplace Discrimination

/

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

/

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/

employee engagement
Mentoring, Coaching, recruitment

Does Employee Engagement Matter?

/

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

/

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/

Mentoring, Coaching, recruitment, Training

The Importance of Self Awareness in Leadership

/

Are you a great leader with the skills and abilities to drive change, motivate the team and deliver growth? Most leaders believe they have the intelligence, aptitude and expertise for success. The question is, does the team you lead agree? In this article, we explore the importance of self awareness in leadership. Leadership Skills & Self Awareness It takes a healthy degree of self-confidence to reach a position of leadership. You need to be assertive, assured, driven and bold. Yet this can easily tip into the realm of an inflated ego. Then you become a leader who believes you know best and your decision is always right. So, are you self aware? By that I mean do you have a clear understanding of your skill and skill gaps? Are you honest about your impulses, motivations and personality flaws? Is your estimation of your abilities in line with reality? In research on the correlation between self-efficacy and work-related performance*, scientists Stajkovic and Luthans identified common traits in leaders. The research suggests that leader’s perception of their abilities in complex tasks was widely mismatched with reality. When it came to handling conflict, mentoring others and creative thinking performance fell short of self-estimation. Leadership Roles Stand You Apart Part of the reason for an inflated ego is that the leadership role sets you apart. You’ve earned your position and others have invested in you to take the helm. They are confident that you will make the right decisions, implement change, drive growth and succeed. So, you must be better than others. Can you admit that someone else in the team is more capable or has a better suggestion? It’s a risk, that might be viewed as a sign of weakness. So, you have conviction in your decisions and persuade others to follow your path. It’s easy to become blinkered and block out challenges or alternative perspectives. Yet, the leaders who stand apart are those who understand their team. They are curious and keen to recognise the skills, experience and motivations of the workforce. And, they work especially hard to understand those who are different to them. For example, how to encourage introverts to share opinions or how to manage neurodiverse employees. In short, it’s inspiring every individual to use their skills to contribute to a vision and achieve the desired outcomes. As such, leadership success is reliant on emotional intelligence, collaboration and a genuine interest in others. Gain Self Awareness from Others If we can’t rely on our judgement, how can we gain self awareness? Research conducted by Conelly and Ones, in Another Perspective on Personality** suggests we need to ask others. Their study showed that gathering feedback on performance was much closer to the real picture. Now, in most workplaces, leaders conduct appraisals and other feedback on the performance of team members. However, it is far less common for the role to be reversed. So, when was the last time that you asked for honest feedback from those you lead? The next question is, how can you be assured that they will be honest? We all fear negative consequences if we are truthful and speak up. Even with ‘anonymous’ feedback methods, there are ways to work out who said what. The Benefits of Leadership Coaching The issue of trusting employees to give honest feedback is one reason why leadership coaching is an effective development tool. As a coach, I help build skills, strengths and confidence, yet I also challenge unhelpful behaviours and actions. My role is to hold people accountable and if a point is avoided or dismissed, I’ll address it again. My role is to be honest. As part of this, I equip leaders to reflect and consider what could be done differently, so they don’t get stuck. The coaching process builds self awareness and I believe this is an essential leadership skill. I’m not alone, researchers have shown that a high level of self awareness equals high levels of individual and organisational performance. This is one of many points raised in The Role of Self Awareness in Developing Effective Change Leadership*** by Higgs & Rowland. Let’s be clear, no individual excels in everything. We all have as many weaknesses as strengths and there are tasks where others outshine us. There are days when things flow and days when nothing goes right. Equally, there are people that we get and people that we struggle to understand. Admitting this is not a sign of weakness and it does not diminish your skills as a leader. It’s the starting point for personal and professional growth. Putting Self Awareness into Action Gaining self awareness, through team feedback or leadership coaching is one step. However, it is only of value if you use this insight. The aim is to alter your attitude, adapt your behaviours and learn from experience. The process should also help you identify and develop the skills, behaviours and achievements of others in your team. This is the route to great leadership that benefits the team and organisation, as well as yourself. If your goal is to excel as a leader, my coaching service offers the focus, insight and accountability to ensure personal growth and professional success. Sessions are tailored to your requirements, so email me or call 07775 624724 to discuss. * Self-efficacy & Work-related Performance **Another Perspective on Personality *** The Role of Self Awareness in Developing Effective Change Leadership

two people sat at a computer
Training, Coaching, Mentoring, recruitment

Workforce Planning: How to Futureproof Business

/

As we enter a new financial year, you’ll be allocating resources to keep your business operational, competitive and profitable. As part of this process, it is important to consider your workforce. As one of your greatest assets, where do you need to invest to engage and empower employees? Taking Stock with Workforce Planning The start of a new financial year is the ideal time to take stock of your workforce. As with any other asset, you need to be certain that you have the right people, with the right skills, in the right place to meet evolving business demands. This doesn’t happen by chance, it requires an assessment of the current situation and mapping out what is needed to futureproof the business. Then decisions can be made about investment in learning pathways for staff, along with redundancies and recruitment. The following questions can kickstart your workforce planning process: So, what actions are required to best meet the short and medium-term business objectives? This process will likely highlight a common issue of skills gaps. Many industries are struggling to find employees with the necessary expertise and experience. This isn’t just a challenge in the UK and without a change of plan, there will continue to be a void of talent. Underinvestment in Training & Development Raising the Bar*, a report by the Learning & Work Institute, revealed insightful research on training. It suggests that investment in employee development dipped in the financial crash of 2008. This is understandable, however, it has never recovered. What’s more, UK businesses now only spend around half on training and development as their counterparts in France and Germany. It’s clear that the budget for upskilling teams is not a priority and yet, most employers report skill shortages. What’s more, employees are actively seeking out companies that offer career progression. And, those business that are proactively investing in professional development report increases in: Doesn’t that sound like a strong return on investment? These are some of the reasons that the British Chamber of Commerce states that investment in skills is vital for business success**. Why Hasn’t Upskilling Been a Business Priority? We’ve had years of unexpected changes. As a result, your businesses may have experienced difficult financial decisions. Have budgets been spent on reacting to the latest challenges, rather than workforce planning? And yet, you may have identified the need to invest in training and development, even if that plan has not been actioned. In addition, during times of uncertainty, there is a fear that you’ll invest in upskilling employees and they’ll move on. As a result, that money and time is wasted. However, I’d like to argue that if you don’t value and invest in your employees, there is no reason for them to stay. Isn’t it time to elevate their skills and potential and reap the rewards? Establishing a Pipeline of Talent Even if there are no immediate training needs within your team, you can make plans to futureproof the business by considering the pipeline. When your top talent moves up, on or into retirement, who is lined up to step into their shoes? There may well be individuals in different roles with potential and interest in other areas of the business. As such, training and mentoring could open up new avenues for them and build your pipeline of talent. This reduces the risk that expertise or systems falter when a key player is lost. Options for Developing & Embedding Skills Skills development can take many forms. For example, I provide structured leadership training and mentoring programmes, tailored to individual and business needs. In addition, I see incredible value in enabling employees to access micro-training resources. These include modular online learning, podcasts, webinars and mentoring sessions delivered by colleagues. If some team members are trained, encourage them to share the learning. They can impart knowledge or insight in a presentation, demonstration or discussion slot in a team meeting. This can increase the value and inspire fresh thinking about how things are done. If your workforce planning has identified development needs and you are committed to futureproofing your business, get in touch: info@suegarner.co.uk. With an understanding of your desired outcomes, I will recommend options that best fit your requirements and budget.! * https://www.cipd.org/uk/knowledge/reports/learning-at-work/

people sitting working together
Training, Coaching, Mentoring

Training & Development That Delivers Value

/

Is your industry struggling to fill vacancies, retain employees and have adequately skilled teams? These issues can be addressed through training and development. However, there remains a reluctance to invest in valuable training, why is this? We Haven’t Enough Time for Training & Development When I talk to business owners, one of the reasons given for not providing a training and development programme is lack of time. This was also identified as a barrier to learning in the 2023 CIPD Learning at Work* report. I don’t believe time is the issue. Firstly, when training and development offer the knowledge, insight, resources and support that individuals and organisations need, we make time for it. Secondly, modular and bite-sized training makes it possible to allocate as little as an hour a month to develop skills and knowledge. Is this idea of time limitations based on the idea that all employees need to participate in an annual training day or attend an industry conference? Whilst those events still exist, these are seldom the best ways to learn. Creating a Learning Community In a recent Masterclass, I shared ‘5 Key Learning Trends for 2024’. One of these is the shift towards learning communities. Insight reveals that employees value private, online communities of direct relevance. These member-only groups are viewed as a safe space to connect and learn. An online community inspires open discussion, problem-solving and the sharing of good practices. As such, it is a supportive learning environment. Equally, members gain access to insight and resources that aren’t available to the general public. Although structured, these online groups respond to what members bring to the table. My Premier Training Club focuses on supporting in-house and freelance trainers. However, there are learning communities for an expansive range of roles and industries. So, find one that relates to your field of interest! Learning Communities: A Solution for Corporate Trainers As a trainer, creating an online community offering could increase learner accessibility. A Goldman Sachs survey revealed that 50% of people have valuable knowledge which could help educate others. Of these, 28% of these were considering starting an online learning platform. If you are one of them, my recommendation is to map out a members-only community offer! A learning community typically features a regular virtual training session and open discussion. Prepare a theme, yet be willing to be flexible. If members are keen to pursue a particular point, it makes sense to adapt and give this more air time. In addition to group sessions, give members content to access at their convenience. You could include e-learning modules, podcasts and guides. Learning Communities: A Solution for Employers As an employer, have you considered online communities as a practical way to equip your employees with knowledge and resources? This could be far more affordable and valuable than a training day or conference. That’s because your employees don’t want to wait a month or two to attend a course. Instead, they want support now. Have you previously considered online communities as a training resource? If not, I assure you that this is an untapped opportunity for upskilling your team. The key is to research existing and new groups. Find ones that align with the company’s goals and desired learning outcomes. Who are the thought leaders in your field and can they contribute to employee and business aspirations? Measuring Training Outcomes Unlike a training day, membership groups may run for several months or be ongoing. This helps embed learning and address issues that may arise in the process. As such, it is likely to result in improved performance and productivity. These are outcomes that drive impact. On the flip side, your employees are unlikely to get an attendance certificate. Equally, it isn’t straightforward to tick a box and say they’ve completed a training course. However, these means of measuring training and development are not meaningful, so let them go! In Summary We have a national skills shortage in many industries that needs to be addressed. Online learning communities provide a practical, accessible and meaningful opportunity to share knowledge, insight and best practices. As such, they can drive employee performance. If they haven’t been on your radar, get researching, as this is a growing trend for 2024. And, if you would like to discover the other key learning trends, or discuss joining my Premier Training Club, contact me! * https://www.cipd.org/uk/knowledge/reports/learning-at-work/

Training, Coaching, Mentoring

Enable New Managers to Hit the Ground Running

/

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

Shopping Basket
Scroll to Top