Training, Coaching, Inclusivity, leadership, Mentoring

Are You Managing a Multigenerational Workforce?

Sue Garner / May 28, 2025

In the majority of UK workplaces, you will find young apprentices and graduates, through to experienced employees working beyond retirement age. This diversity can be the strength of an organisation. However, I speak with leaders who state they struggle with managing a multigenerational workforce. So, what do we need to make it work? Age Diverse Workforce People are living longer than ever before and many are working longer. Some enjoy what they do and choose to stick at it for a sense of satisfaction, belonging and purpose. For others, it’s necessary to cover costs and retain their standard of living. The result is that it is increasingly common for employees to range from 17 to 70 years old. Now, it’s no revelation to state that the expectations, values, priorities, working styles, motivations and perspectives of a 17-year-old are likely to be distinct from those of a 70-year-old. What’s more, both of these will differ from individuals in the generations between. So, how can leaders go about managing a multigenerational workforce? It’s a question that often comes up in my leadership training and coaching sessions. More specifically, people have raised challenges with: So, I’ll share my thoughts on these workplace challenges. How to Reduce the Friction Caused by Different Attitudes & Approaches in a Multigenerational Team My first point is that diverse and inclusive workforces are an asset. We need different skill sets, life experiences, viewpoints and ideas to drive the future of the business. The challenge is harnessing a broad range of expertise and opinions so it positively impacts productivity. Find the Common Ground To achieve this, leaders need to effectively communicate the company goals and encourage everyone’s input on how these can be achieved. In reality, people of all ages want meaningful work, opportunities to learn, develop and progress, and for their contributions to be recognised and appreciated. So, that is what you need to deliver as a manager. Address the Causes of Friction It’s equally important to understand the underlying cause of friction and address it. In my experience, harmonious team dynamics are challenged when individuals perceive that a situation is unfair. Other common issues include individuals feeling their role is threatened or that their opinions are not heard. Therefore, as a leader, it is important to: How a Younger Manager can be Taken Seriously in Performance Reviews with More Senior Employees. In a recent leadership training session, a delegate stated their biggest challenge was a performance review with older team members, specifically one woman. He felt that she didn’t take him seriously and was dismissive of the questions he asked and the suggestions he made. Firstly, this isn’t just an issue relating to age. Every leader will face resistant employees, as we’ll never see eye to eye with everyone. I see this as a case where more time needs to be invested in building mutual trust and respect. In discussion, we decided that he could hold team meetings to discuss and agree on actions. The reason is that peer agreement on roles and responsibilities may be more effective and seem fairer than direct delegation. Equally, follow up meetings, where everyone in the team is held accountable for their part in the process, avoids anyone feeling that they’ve been targeted. However, if team meetings are not a viable option, consider the following points: Employee-led Discussions A performance review is a collaboration. It’s a two-way discussion to learn more about each other, so is a great opportunity to discover more about the motivations, expertise and potential of your team. Yet, that isn’t everyone’s experience and some enter the discussion fearing that they’ll be reprimanded or questioned. So, the barriers are up. As a result, your job is to reassure and collaborate to bring the barriers down. None of us like being told what to do, so try ditching the suggestions and instead give the individual greater ownership of what could happen. Let them lead with the solutions. Here’s an example: “I’ve noticed you’ve brought in a lot of new business this year. Thank you, that’s just what we need. It’s important that we don’t lose sight of our loyal customers either. What do you need in place to make time for a monthly call with all your existing accounts?” The more ownership we give people, the better. For example, when you agree on actions that they’ve come up with it increases the likelihood that those actions will get done. How to Avoid Generation-based Workplace Silos People naturally gravitate to people like themselves. That includes people from the same department and people of a similar age. However, as a manager, you want to benefit from cross-department and cross-generation collaboration. Remember, everyone in the team has something to learn from each other. Collaboration is where fresh thinking and experience can be drawn on to spark ideas, inform decisions and drive innovation. Avoid Stereotypes & Assumptions There’s plenty of information about the different generations, their values and strengths. However, I think these risk us grouping people based on generalisations. When we assume capabilities and values based on stereotypes, we drive people into silos. I’m a fan of Team Dynamic Assessments, which offer a non-biased understanding of each team member. They help to inform the right individuals for a role or project based on their strengths, not their generation. Address Discrimination As a leader, it is not enough to encourage collaboration. You also need to address misunderstandings, assumptions and ageist discrimination. There will be times when different approaches cause disagreement or ill-feeling. This can be triggered by a tone of voice or intolerance for a different way of doing things. Being approachable, delivering timely responses and handling issues fairly and respectfully will help the team to gel. The Importance of Leadership Training for Those Managing Multigenerational Teams One of the most important factors for a successful multigenerational workplace is an effective line manager. They play a vital role in building an inclusive company culture where the youngest, oldest and everyone in between

leadership, Training

AI, Leadership & Team Dynamics

Sue Garner / April 28, 2025

AI has rapidly become an integral part of the work environment and it is transforming how we operate. For some leaders and employees, it is a tool to readily embrace, while others are sceptical and reluctant to use it. So, let’s explore the impact that AI is having on leadership and team dynamics. Love It or Hate It, AI is Part of the Team There is no doubt that AI can streamline and simplify many workplace tasks. You might use it to record and summarise meetings, allocate tasks, monitor project progress, or create content for marketing. Chatbots can provide your customers with a responsive service and AI makes it easier for board room decisions to be based on data insights. With efficiency and productivity the focus of many businesses, it is certainly ticking a lot of boxes! On the flipside, the UK Government predicts that AI will displace 7% of jobs in 5 years and according to Forbes Advisor research*, 39% of employees have concerns about that. Other reservations include the loss of human interaction, lack of privacy and overdependence on tech. Also, the fear that AI will decisions without human interaction. It’s bringing up flashbacks to HAL 9000 in Space Odyssey! What is striking is that AI has been embedded into our workplace with minimal or no strategic planning. Copilot, Companion and multiple other AI tools have simply been added to the systems and software that we use. It’s available, offers suggestions and is easy to apply, so it’s been readily adopted. However, in many workplaces, there is little in the way of training, guidelines or restrictions on use. Decisions have rarely been made on where AI can benefit a business and where potential risks lie. AI Challenges for Leaders As a leader, the challenge is striking a balance that ensures AI benefits team dynamics and cohesion, rather than causing division, isolation and fear. Firstly, it is important to understand the advantages and potential that AI can offer. You’ll have tech-savvy team members who are ahead of the game and using AI whenever possible. Keeping pace with them, and the possibilities they see, is one of your challenges, as is identifying the risks. Secondly, you need to recognise the reservations held by other members of the team. It’s important to ask about their concerns and offer reassurance. In addition, you need to support them to adopt the technology in areas where AI will aid their work. Offer training and development opportunities to upskill the team and ensure they are confident to embrace AI. However, also recognise that there is sound reasoning behind their caution and this can inform your guidelines. Thirdly, you need to strike a balance by embracing technology, without losing the human element in your leadership style. It’s convenient and easy to use AI to do a lot of your routine management tasks. However, there is considerable value to in-person interactions with your team, and your customers. We need human connections, collaboration, open discussion and soft skills in the workplace. 5 Considerations for Leaders With AI in the Team So, what do leaders need to strike the balance and ensure that AI supports, rather than controls the team? Leadership Training In my Advanced Leadership Training programme, one of the most valued, yet underrated elements is emotionally intelligent leadership. With AI transforming workplace operations, I believe this is more important than ever. Your ability to maintain the human element, encourage communication and collaboration, and respond to issues with empathy is key. If you would benefit from leadership training that deals with the challenges of AI integration, managing team dynamics and resolving disputes, get in touch: info@suegarner.co.uk or call me to discuss your requirements 07775 624724. *https://www.forbes.com/uk/advisor/business/software/uk-artificial-intelligence-ai-statistics/

Neurodiversity, Inclusivity, Training

Management Training Key To Neuroinclusive Workplaces

Sue Garner / March 24, 2025

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

Training

The Case of the Accidental Manager

Sue Garner / December 18, 2024

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

Training

Measuring the Value of Training

Sue Garner / December 3, 2024

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

Training, Inclusivity, Mentoring, recruitment

Preventing Workplace Discrimination

Sue Garner / October 30, 2024

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

Sue Garner / September 30, 2024

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

Coaching, Training

Get More for your Training Budget

Sue Garner / September 2, 2024

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

Mentoring, Coaching, recruitment, Training

The Importance of Self Awareness in Leadership

Sue Garner / May 29, 2024

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

Training, Coaching, recruitment

Designed for Learning

Sue Garner / April 29, 2024

The value of training and development comes when the knowledge is received, retained and applied. To achieve this outcome, we need to ensure that our training resources and programmes are designed for learning. So, how can we nurture learning and encourage its application? Outcomes Focused Training & Development If you asked me to deliver training to your team, I would ask what outcomes you want to see. That’s because the purpose of training is not the event itself, but the changes that occur after. Therefore, my role is not simply to impart knowledge, but to also encourage engagement. I need to connect delegates with the subject on a level that motivates them to apply it. To achieve this, I undertake research in the neuroscience of education. When we understand how the brain works, we can use this cognitive insight to ensure that our training materials and approach are designed for learning. “Education is about enhancing learning, and neuroscience is about understanding the mental processes involved in learning. This common ground suggests a future in which educational practice can be transformed by science, just as medical practice was transformed by science about a century ago.” – Report by the Royal Society, UK, 2011 Factors Impacting Learning Many factors impact our ability to learn. They include our recent sleep pattern, our health and our priorities on that day. If we’ve been told to attend, we are less likely to embrace the experience than if we chose to be present. These factors are out of the hands of trainers, however, there are things that we can do to influence positive engagement and information retention. Understand the Audience To make the training relevant, it is crucial to know your audience. We need to build on their current level of expertise and have a picture of where the learning will be applied. Equally, what is their motivation for being on the course and their desired outcomes? Pre-event discussions or questionnaires allow you to tailor the training for the delegates. Consider the Training Environment The place in which you train has an impact on how people feel and behave in the session. As an example, a stark room can make the training feel like a punishment to be endured. Delegates might recall strict teachers and negative experiences which make them fearful of speaking up and getting something wrong. Even when you are allocated a stark room, think about ways to improve the atmosphere. I recommend you maximise natural light, play background music and add colour. Depending on the course, I might leave tactile resources on the table or pose a thought-provoking question before the start of the course. These steps help to set a more relaxed and inquisitive training environment. Repeat Key Information Neuroscience tells us that repetition aids memory. We struggle to retain information that we only encounter once. And, as a trainer, choose what you put on repeat to ensure the key points are remembered. However, that doesn’t mean endless reciting of the same facts or information. Spacing is a technique that helps us commit knowledge to long-term memory. Rather than an intense blast of information, spacing revisits key points at various times throughout the training. So, you might present key information in an infographic. Then, reiterate the point with a case study video. Later in the training, revisit with a group activity or discussion. Recap in the end-of-session summary and include in materials given to delegates to take away. Promote Active Participation Neuroscience informs us that passive listening is not an effective learning strategy. Just listening to information or instruction results in low retention levels. For this reason, as trainers, we need to consider ourselves as facilitators. Our role is to encourage action through discussion, debate and activities. Draw out opinions, gather feedback and build in practical elements. Whenever possible, let the delegates take the helm. Designed for Learning Acronyms I recently came across an acronym, LEARNERS. Created by neuroscientist, Stella Collins, it clearly defines the key steps I take when planning a training session: L – Link training to what the delegates already know E – Emotional content creates memorable connections with the learning A – Anchor the learning into everyday activities to make it relevant R – Repeat key information to embed learning N – Novel approaches stand out, so embrace multi-sensory resources and unique delivery E – Exercise aids cognitive activity, so get people moving R – Recovery – the brain needs time to process learning, so questions may occur after the event S – Stories help delegates relate to the information and its application Although every delegate has a unique way of thinking and processing information, these points are known to improve learning. Whatever the delegates’ learning preferences or neurodiversity, LEARNERS will increase the chance of information being retained and recalled. Another useful acronym is SCARF. This highlights factors that improve learning from the delegates’ perspective: S – Skills improvement needs identified by the delegate and matched by the trainer C – Clear structure and certainty about the course content is provided A – Autonomy; given some choice or control during the session R – Relatedness, meaning the trainer is personable and delegates can connect to the information F – Fair treatment of delegates – everyone has an opportunity to contribute without judgement I find it useful to consider how I can meet these requirements before each training session. Pre-event information is just one step to help set the training off on the right foot. How to Design Training to Boost Learning & Application Neuroscience research can help us understand meaningful ways to impart knowledge. What we know is the value of training is increased when delegates are engaged in relevant, emotive and active learning. With a focus on outcomes, I apply this insight to my courses and feedback suggests it is an effective approach. Contact me to discuss the training needs of your team or for more details of my Training for Trainers programme. * https://www.cipd.org/uk/knowledge/reports/learning-at-work/