Enhance your career and business operations with the Wheel of Work

One of the most adaptable coaching tools is the Wheel, which can be used in a myriad of ways. Here’s how to put it to good use in an office environment.

A little while back I posted about a helpful tool I share with coachees called the Wheel of Life.

It's free and anyone can use it so it was lovely to get lots of positive feedback, a few DMs on this and potentially even a new client. That's good ROI!

Anyway, one of the reasons I love this tool is its adaptability. You can literally design it to suit you, in every aspect of your life.

Using it in the office

While last time we took a peek from a life perspective, considering (as suggestions) things like health, romance, work and physical environment, the same approach can be applied to work.

You literally just swap out the headings to suit you in your given workplace, based on the things you think potentially need attention. You can do this alone, or even use it as a group exercise to stimulate thinking.

From the image I've shared, you'll see a Wheel that's been divided into eight sections again, this time titled Customer Service, Operations, Marketing, Training & Development, Strategic Planning, Profitability, Products & Services and Creativity & Innovation.

You can see how each title section could easily be switched.

Making it work for you

A membership body or charity could potentially want to change some of these for Membership, Volunteer Engagement, Fundraising, Policy and Planning - and so on and so forth.

As before, you mark each one out of ten and then consider three actions that could help nudge the score up.

The possibilities are endless. Have a go and let me know how you get on.

You can find out more about my coaching services here. Please do check out the testimonials, as they tell the story more than anything.

How to support bereaved colleagues

Organisations need to get better at supporting bereaved colleagues. Here’s a look at some of the resources available.

It was World Mental Health Day on Thursday 10 October, the day after I attended a The Good Grief Trust webinar detailing its excellent plans for National Grief Awareness Week (2-8 December).

It got me thinking about how organisations respond when a member of the team loses someone close.

It's an important consideration in my role as NED, but in fact grief is never too far from my thoughts. My 13 and 14 year olds lost their father to Sudden Death in Epilepsy (SUDEP) almost two years ago, and this coming weekend marks two years since a friend of ours died by suicide.

Working with my husband, I was fortunate that I had autonomy over the time I could take and still have the flexibility needed when things get too much for either me or my children. The world may move on, but that's rarely the experience for those involved.

Sadly, one of my closest friends wasn't in such a fortunate position. She was expected to be exactly the same person she was, working to the same high standards and travelling internationally, before the trauma she suffered - and is still experiencing.

It'll come as no surprise, that she's no longer with that company. I'm glad to say that bit by bit she is bossing some new ambitions.

The long lasting impact of grief

Old fashioned office attitudes to bereavement have to change. If companies want to be truly people-first, they need to demonstrate that with their behaviours.

Marie Curie UK says that grief can have a significant impact on a person's ability to do their job. It can affect their sleep, appetite, confidence, and how well they can concentrate. This can be for a significant amount of time.

The grief journey is different for everyone and in fact never really ends. As anyone who has ever lost someone will know, eventually you just learn to live around the pain. But there are ways to ease the path for people.

Making sure that your organisation has a suitable grief policy in place is a great place to start and Marie Curie has resources that can help. Cruse Bereavement Support offers Grief First Aid Training.

The image is of a square box featuring a quote from David Kessler, www.grief.com. It reads "Just because someone carries their grief well doesn't mean it isn't heavy."

National Work Life Week - does your workplace encourage balance?

National Work Life Week is underway from 7th to 11th October and it’s an excellent opportunity for leaders to open up conversations about balance within the workplace.

It's a good prompt for organisations to review their policies and practices, and (be honest!) to consider whether bad behaviours have crept in that are not just tolerated but expected.

Work life balance chit chat can often centre around parental challenges but the conversation has to move out of that space to make things fair for everyone. Anyone who books out holiday leave will be familiar with this age old challenge.

There are many ways in which we can redefine our working habits.

- Reducing our use and reliance on tech after hours is one.
- Agreeing firm boundaries and respecting these is another.
- Defining work by quality over output is a game changer.

This is admittedly in my gift but when I set up my own business I unlearned classic workplace behaviours and - with joy - waved goodbye to the traditional nine to five. These days you might find me at the gym at 10.30am on a Monday or working on a growth plan at 2pm on a Saturday. This suits me, my family and my clients.

Talking about flexibility and productivity, listening hard and agreeing a way forward with your talent is a must. Going to work should be enjoyable and something you want to do, right?

The wonderful wheel of life

Many of my executive coachees talk about work life balance and are trying hard to find the answer within the office. Often the solution lies elsewhere.

This is when I introduce the Wheel of Life, a fantastic tool that anyone can use for free, at any time. I personally use it when I feel like things are out of kilter. You should too.

By scoring eight areas of your life (you can title these any way you like) you can sometimes find that one or another is dominating and that others need attention. For example, perhaps you've given yourself a low score for romance. Maybe a regular date night will bring that number up and stop you working until 10pm every Tuesday. Win-win.

You literally only need a pen and paper, and time to yourself. There are many examples on the internet - I’ve shared an image we use at Wadds Inc. Have a go and let me know what you think. You'll thank me for it.

And if you'd like help with talent management or are interested in executive coaching, please just drop me or Stephen Waddington at Wadds Inc. a note or give me a call.

The image is of a Wheel of Life to show how easy it is to do. The Wheel is a circle divided into eight parts. In this example, each section has been titled as follows: Career; Finances; Health; Friends & Family; Personal Growth; Fun and Recreation; Physical Environment; and Romance. Score yourself out of ten and then decide on three actions that can nudge the low numbers up.

Managing interpersonal issues in the workplace

Often the way we approach difficult characters in the office sets us and them up for failure. Here are some new approaches that managers can take to get the best out of everyone.

I was chatting to one of my clients, Alex Myers, CEO of Manifest Group, last week and he made a really important comment about when things go wrong in the office. He said:

"People aren't usually the problem. Everyone needs to move away from that mindset."

I loved it. And it put me in mind of this excellent Harvard Business Review article by Amy Gallo on managing interpersonal issues in the workplace.

Often the way we frame things in our own heads creates a problem that isn't necessarily there. As a coach, I see it all the time when working with limiting beliefs.

Amy's work with Susan David, Ph.D. suggests there are a few steps leaders can take when holding meetings with 'difficult characters'. If you take a coaching mentality:

1️⃣ Assume change is possible - don't go into a conversation thinking a person can't or won't respond as needed or you're setting them up for failure
2️⃣ Take a different perspective - consider who gets on with the person and attempt to see the individual through their eyes
3️⃣ Prepare appropriately - take time to manage your feelings in advance. Acknowledge any potential biases and set these aside so you can go in with an open mind
4️⃣ Create a psychologically safe environment. Give up the need for the person to see things exactly your way so you can have a proper, even discussion
5️⃣ Help the person find their own evidence-based strengths to build their confidence
6️⃣ And last but not least trust process and don't get hung up on trying to control things

If you're looking for executive coaching for you and your team, hit me up.

This photo is of me on the far right standing with the fantastic Manifest regional leadership team, who run studios in the UK, Sweden, US and Australia.

Employee burnout and what to do about it

Mental Health UK’s 2024 benchmark report for burnout in the UK revealed that one in five working adults needed to take time off work in the past year due to poor mental health caused by pressure or stress. Organisations need to take the issue seriously.

Risk, resilience and productivity are among the topics discussed most around the boardroom table.

With absence from burnout and mental health issues on the rise, The Burnout Report by Mental Health UK is a useful resource for directors interested in making their organisation a ‘good workplace’.

“The world has transformed massively in recent years, and our workplaces have not been immune to this transformation. Social and technological changes, as well as unprecedented global events such as the pandemic, have brought with them challenges for employers in maintaining mentally healthy workplaces for their staff.”

The Burnout Report looks at the impact of changes in working arrangements; awareness and understanding of burnout; mental health in the working environment; and contributing factors from outside the workplace.

Helpfully, it lists a range of recommendations for both employees and employers and signposts to resources and tailored support.

Recognising what’s happening

If you’re keen to get ahead of the issue, another useful resource for directors is this illustration by Ex-McKinsey leadership expert George Stern.

‘What causes burnout and what to do about it’ centres around recognising a situation and taking proactive steps to foster a healthy work environment.

Seek help when you need it

If any of this feels a bit close to the bone or is acting as a trigger, there are a number of symptoms to look out for and act on.

If you're regularly feeling any of the following, please seek help:

• Tired or drained

• Helpless, trapped or defeated

• Isolated, detached or alone in the world

• Overwhelmed

• Self doubt or cynicism

Visiting mentalhealth-uk.org/burnout is a good place to start.

The IoD’s proposed Code of Conduct for directors – have your say

The IoD is introducing a Code of Conduct, which while voluntary, is aimed at helping directors make responsible decisions when faced with difficult situations. One desired outcome is to rebuild trust in UK business. The Institute is seeking feedback on the Code through a consultation ending in August.

I attended the IoD’s AGM and it was positive to hear what a transformative year it’s been for the Institute. Many thanks to Patrick Macdonald who stood down as Chair for all his hard work over the last three years and congratulations to John Browett who has taken up the role as of today.

It was particularly pleasing to look ahead to some of the initiatives in development, including a peer-to-peer mentoring scheme and a new Code of Conduct (opens as a pdf) aligned with the Royal Charter, currently in consultation.

The motto of IoD is integrity and enterprise and this piece of work on the Code is all about building trust in business and boards – much needed following highly publicised corporate failures such as the Post Office Horizon scandal and more.

Dr Roger Barker, IoD Director of Policy and Corporate Governance, said:

“We may be the spokespeople for boards, but we believe boards and the government can do better.

“The Code of Conduct may seem obvious but directors often find themselves in complex situations and it can be useful to have a reference point and yardstick to come back to.  The Code is meant to be a practical tool to help directors make better decisions.”

Developed by a group led by Lord Iain McNicol, the Code uses the Nolan Principles as a starting point, which have been adapted to make them more applicable to directors across the private, public and third sectors.

In this instance there are six principles and each come with their own undertakings that directors commit to fulfilling:

1)        Leading by example – demonstrating exemplary standards of behaviour in personal conduct and decision-making

2)        Integrity – acting with honesty, adhering to strong ethical values, and doing the right thing

3)        Transparency – communicating, acting and making decisions openly, honestly and clearly

4)        Accountability – taking personal responsibility for actions and their consequences

5)        Fairness – treating people equitably, with no discrimination or bias

6)        Responsible business – integrating ethical and sustainable practices into business decision-making, taking into account societal and environmental impacts

The IoD is keen to know whether the Code of Conduct is right; whether there are additional issues that should be addressed; how awareness of the Code can be encouraged; how we want government to promote implementation and uptake of the Code and more.

If you’d like to respond to the consultation, you can do this by emailing codeofconduct@iod.com by Friday 16th August. Written submissions can also be made here. Please do join the discussion.

Mark Easton: The loss of trust in politics has had a visceral, devastating impact on citizens

Less than 24 hours before the UK goes to the polls for the General Election, it was interesting to hear Mark Easton, BBC News Home Editor, talk about the collapse of faith in our democratic systems.

The belief that there is one rule for us and one rule for them among the ruling classes is a cancer that is killing democracy and an issue that goes beyond good governance. This was the punchy message from Mark Easton, BBC News Home Editor, as he opened today’s Chartered Governance Institute UK and Ireland’s #Governance2024 conference.

Referencing Sir John Curtice’s work showing that levels of trust in politics and politicians are the lowest on record, Easton said that whoever wins the General Election will face a huge rebuilding job to restore public faith in our democracy.

Listing the five key drivers of trust in government as being (in order of importance) integrity, fairness, competence, openness and connection, he said the Cash for Questions, MPs expenses, Partygate and Gamblegate scandals had all had a devastating impact on people’s trust in power.

Voluntary compliance is a central part of a centralised democratic state, said Easton, but the legitimacy of the state is being eroded by bad practice.

Speaking about the importance of connection he said:

“People told me they felt disconnected from the decisions about their lives. Things were done to them. Democracy wasn’t working.”

According to an IpsosMori poll, government ministers and journalists are trusted less than estate agents. A worldwide study by The Policy Institute shows that the UK is among the least likely to have confidence in the government, parliament, political parties or the press.

Social media is driving lies and disinformation, including through state sponsored trolls, which is weakening democracy further.

In closing, Easton suggested there is a need to remind ourselves what public service actually means before it becomes too late:

“We need to keep asking the question about how to restore trust - otherwise in time we might end up asking what happened to our democracy?”

The Chartered Governance Institute UK and Ireland’s #Governance2024 conference takes place on 3rd and 4th July at the Novotel, Hammersmith. For more information, visit www.cgi.org.uk.

The IoD Chartered Director Conference 2024: An insightful look at productivity and innovation

As IoD North East (North) chair I had the privilege of hosting the flagship Chartered Director Conference at Nissan in Sunderland. Here’s my welcome speech and round up for delegates

I’m Sarah Waddington and I’m the chair of IoD North East (North). Thank you so much for taking time out of your busy diaries to come today.

It’s a real privilege to welcome you to the North East, which you’ll note has always been home from my accent! It’s a wonderful place to live, work and invest and you’ll see today why the region is again taking a rightful place as a leader of the industrial revolution, with one of the most skilled and agile workforces in the world.

I hope those of you who have travelled get a chance to see a little of the area, even if that’s just a walk around Newcastle Quayside to take in the view of the bridges if you’re staying for our summer social from 7pm at Malmaison tonight.

Better directors for a better world

As Chartered Directors or those on the path to becoming Chartered, I know how committed you are to professional development. Certainly for me personally, the certificate, diploma and Chartered interview journey has been one of the most impactful pieces of learning I have ever done. I put into practice what I learned every single day in my job as non-executive director.

As the IoD says, better directors build a better world and that starts with us as individuals within our own organisations. Today is a brilliant learning opportunity built around innovation, productivity and wellbeing and I’m confident you will leave with fresh skills and tools, plus a raft of new contacts.

Roisin opened the event perfectly but I’d like to add my thanks to all those involved with this event, starting with Nissan for hosting as it really is a coup to get onsite access and to see its advanced manufacturing production line.

Thank you also to our wonderful speakers from Innovate UK, The Mindset Development Group and Good Business Charter for their time, energy and expertise today.

Finally, a huge thank you to Polly, Roisin, Jon – who is speaking later - and all the IoD team for organising this event, which is fast becoming a key part of the annual event calendar.

Perks and dates for the diary

A little bit of sales and housekeeping while I have your attention.

Please do continue to make the most of your membership by using the perks that come with your subs.

That includes access to free online development courses and the Information and Advisory Service. If you’d like to better understand what’s available to you, there is a ‘Maximise your membership’ online event taking place from 12pm - 1pm on 3rd July. These run regularly so don’t worry if you can’t make that particular date.

If you’re keen to ensure your voice is heard at the highest levels in Government, please continue to complete the IoD’s Policy Voice survey. The IoD has just launched a consultation on a Code of Conduct for Directors so please do have your say on that too. I’m sure you’ll agree how critical a piece of work it is and it’s wonderful to see the IoD leading it.

Watch out in July for the launch of the much awaited peer-to-peer mentoring service for business leaders, which I know will be a popular resource once established.

In terms of dates for your diaries, as ever there are some good ones coming up, both online and in person and you can find all these listed on the Events page of the IoD’s website.

Here in North East (North) territory, we have our summer social drinks tonight. On 25 July, we are joining up with Newcastle Business School at Northumbria University to highlight the support on offer for SMEs through its Business Clinic. This is a great way to secure free consultancy while helping the next generation of talent with their own studies and development.  If you’re local, please do pop that in your diary and sign up now.

Make the most of your day

All that is left for me to say now is thank you again for coming and make the most of your day.

If you’re wanting to know more about how to get involved with the IoD or how to progress on your Chartered journey, I’m always happy to chat – as I know many here today will be. You can grab me in person or catch me online via LinkedIn.

I’ll be posting this round up on my blog, which you can find at www.sarah-waddington.co.uk. Enjoy the rest of the conference! 

View from Labour’s Business Conference: Confidence, no complacency and a re-contracting of its relationship with mainstream media could see it win the general election

Its stronger stance with mainstream media and focus on direct engagement could win this general election for Labour 

It’s the Sun wot won it.

The six-word crowing headline spoke loudly to the unhealthy relationship between the UK’s political parties, government and media and pushed it into the direct spotlight. 

The Sun claimed that its support for the Conservative Party in 1992 and the Labour Party in 1997 secured election wins.

The power of the mainstream media in winning elections has long been documented. But with growing distrust of media, could its make-or-break power and influence finally be on the wane?

Labour’s more confident stance with mainstream media seems to herald a change in the party’s approach and communications weighting, placing direct engagement with business and the public to the fore.

Today’s Business Conference firm and no-nonsense Q&A between the Shadow Chancellor of the Exchequer and journalists from the BBC, Financial Times and Sky, plus others, demonstrated a willingness by Rachel Reeves to engage, just not on the tired ‘gotcha’ questions rolled out by national journalists, interview after interview. 

A longer Q&A session between Reeves, Aviva’s Dame Amanda Blanc, and conference attendees within the room instead teased out more of the devil in the detail of Labour’s plans than any of the journalists managed to achieve. 

“We cannot be the party of the working people if we aren’t a party that is pro-business. […] We want you here and engaging with an event like this.”

Jonathan Reynolds MP, Shadow Secretary of State for Business & Trade

The communications landscape has changed dramatically since the 1992 Conservative election win.

While still wielding huge power and influence, mainstream media are no longer the only way to target voters.

Digital media has democratised the political arena, enabling access to greater information and public participation. It also opens up wide-scale opportunities for abuse and sharing of misinformation. 

Business can be confident that the partnership we have forged in opposition will carry over into government. The plans we take forward will have your fingerprints on them.”

Sir Keir Starmer MP, Leader of the Labour Party

Labour’s no-complacency stance has seen a return to back-to-basics communications, speaking directly to business owners and the public in an active listening exercise that has long been missing. I saw the same approach at its SME Sunday, which opened the party’s Annual Conference 2023. If this is how it rebuilds trust in the British political system while building support among voters, that will be welcomed.

Labour’s Plan for Business is available here.

A blueprint for structuring effective board meetings

My day to day work involves helping management teams with their company direction and the creation of differentiated propositions. The last of this three part series of blog posts is again related to governance. Read on to find out about board meetings – how these should work and when they should take place.

Busy senior leaders have many competing priorities, and sometimes, regular board meetings can be the (wrong) thing to drop off the list.

Those new to the board might need to learn what a good schedule and plan looks like.

While each board must find its approach and rhythm, the Institute of Director’s suggests there should be four to twelve a year, lasting between two to four hours. A good timetable could look like the following:

Monthly 

-       Review of year-to-date financial performance against budget

-       Report from the financial director on the company’s cash position

-       Top line operational report from MD

-       Current trading position from the business development director

-       Review of the risk register

Quarterly

-       One-by-one divisional review

-       Review of the HR, marketing, R&D and production functions

-       Review of any subsidiaries - or for creative agencies a review of associations or partnership agreements

-       Reporting from any board committees

Bi-annually

-       Review of any HR and health and safety issues

-       Performance against long-terms plans (as opposed to budget), checking whether policies, objectives and strategies are on track

-       Possible formal re-budgeting

Annually 

-       Decision-making around policies, objectives and strategies

-       Approvals of the forthcoming annual budget

-       Annual performance review

-       Annual board review and election/re-election of chair

-       MD/CEO’s annual performance review

-       Assessment of senior staff performance

-       Annual review of the board’s reserved powers

-       Annual review of bribery policies

Any matters for the board should be addressed through a paper added to the agenda. The paper should include an executive summary, background, recommendations, strategic and financial implications, risk analysis, corporate governance compliance, and responsible person(s).

Ultimately, good corporate governance improves company performance, helping to manage risk, build resilience, increase trust with finance providers and take advantage of commercial opportunities.

If any of this resonates and you’d like professional advisory support to help structure your business and achieve your growth plans, please email sarah.waddington@wadds.co.uk. I’ll be happy to help.