Category: Articles

Young people at business meeting

How Business Can Be A Force For Good

Posted on | by Magdalena Lew

By Dr John Blakey author of Force for Good – How to thrive as a purpose-driven leader

With the new UK prime minister stating in his first Downing Street speech that “politics can be a force for good”, it is encouraging to see that business is already leading the way. The UK leads the world in the growth of accredited B corp organisations, whose mission is ‘to make business a force for good’. These B Corps have demonstrated their commitment to the triple bottom line of profit, people and planet.

For larger corporate organisations, a similar trend can be observed in the rise of ESG investing, whereby investment funds prioritise investment in companies that show a commitment to safeguarding the environment, making a positive social impact and adopting sound governance practices. PwC estimates that asset managers globally “are expected to increase their ESG-related assets under management (AuM) to US$33.9tn by 2026, from US$18.4tn in 2021.”

On the surface, this is an uplifting shift in the focus of business life and a cause for optimism for anyone who believes leaders should pursue a higher purpose than purely money, status and self-indulgence. Yet, this new purpose-driven ethos places new pressures and expectations on the CEOs who lead such organisations. Leaders now have a more complex set of priorities to juggle. The single-minded focus on shareholder returns is being replaced by a broader set of performance metrics driven by the needs of a web of stakeholders, including customers, local and global communities, national governments, environmental pressure groups and discerning employees.

As an executive coach working with such purpose-driven CEOs across many sectors, I hear many candid thoughts and witness the emotional roller coaster of their stressful roles. In the pandemic-shifted world, I find the commitment of these leaders is increasingly fragile as they grapple with the shift from a profit-driven to the purpose-driven landscape. This is surely one factor in the record levels of leadership burnout that many studies have highlighted. In such a challenging environment, how can leaders thrive, rather than simply survive, so that more businesses can be a force for good?

My own view is that CEOs need to master what I refer to as the UP, IN and OUT of purpose-driven leadership if they are to deliver the triple bottom line of profit, people and plant and meet the expectations of a new generation of employees.  

UP – How do CEOs discover, connect with, serve and feel the joy of their higher purpose?

The purpose-driven CEO needs to articulate how he, she or they will be a force for good in the world. What do they stand for? What virtue or ‘good’ will they represent that positively impacts the wider community? Simon Sinek would call this the ‘why’; others would speak of a higher calling. How do leaders find that higher calling and then keep it as their ‘true north’ whilst grappling with all the distractions and unforeseen incidents of organisational life? How do CEOs make sure that their calling remains a source of joy for them and others around them, rather than a heavy burden that robs the workplace of fun and fulfilment.  

IN – How do CEOs manage their motivation, resilience and authenticity while pursuing a higher purpose?

The IN focuses on sustainable personal growth. In the purpose-driven business world, leaders create sustainable organisations that succeed long-term without exploiting scarce resources in the short term. Similarly, purpose-driven CEOs are expected to live expansive and yet sustainable lives. If purpose-driven leaders sacrifice long-term needs for short-term success, it will appear inauthentic and hypocritical. To thrive, purpose-driven leaders must protect their motivation and authenticity while building their resilience.

OUT – How do CEOs lead their followers by forgiving the individual, protecting the team (and purpose) and becoming a beacon of hope?

The OUT is the antidote to the loneliness that purpose-driven CEOs feel when they pioneer and climb new mountains. A purpose-driven leader cannot expect that everyone else involved in achieving the mission shares their own motivation. Growing a diverse and inclusive tribe of followers requires careful nurturing of your community. The customer is always right in the profit-driven world, whereas in the purpose-driven world, it is not as clear-cut. Every stakeholder’s needs are considered, and the leader navigates a complex web of shifting needs.

Armed with the UP, IN and OUT of purpose-driven leadership, CEOs can adapt to the new environment and thrive within it, rather than feeling that they are continually playing ‘catch up’ as the world changes around them. In 2014, author Aaron Hurst wrote in his book The Purpose Economy that “the companies emerging as leaders in the new economy are truly redesigning every aspect of their business around purpose.”

Similarly, in 2024, we need CEOs to emerge in the new economy who redesign every aspect of their leadership around purpose. Such leaders will not only ensure their organisations deliver as a force for good, but they will also do so without sacrificing their own well-being and take others  successfully on the journey.

Dr John Blakey

women wearing swimming caps smiling

British Woman Revolutionises Swim Cap to Encourage People of Colour to Learn to Swim

Posted on | by Magdalena Lew
  • Female Founder relaunches a line of waterproof headscarves after receiving 20,000 emails from passionate supporters worldwide
  • 97% of Black adults and 82% of Black children don’t swim, and Black children are 3.5 times more likely to drown than White children
  •  Founder Danielle Obe has created waterproof headscarves specially designed for textured hair

According to the latest Sport England stats, 97% of Black adults and 82% of Black children in the UK do not swim. That does not mean they can’t swim, rather they just aren’t in the water. Black Swimming Association (BSA) research cites the cost of equipment, swimming lessons, transport, locations, and accessibility, as major contributing factors. Furthermore, the largest barrier to participation for people of African, Caribbean and Asian heritage was concern over their hair, as haircare can be very expensive, whether it’s maintaining, styling or protecting. 

Textured hair is more susceptible to long-term damage from the chemicals used in swimming pools. Prolonged contact can cause the hair to become dry and brittle, leading to breakage. The time, effort and cost it takes to treat and style hair after swimming can be a particular deterrent. Equally, they do not swim due to a lack of representation, inherited fears of drowning, negative early experiences, and a lack of water safety awareness and aquatic skills. Danielle Obe, Founder of Obé, seeks to change this, because having confidence and knowledge when in, on, or around water is proven to save lives.

Danielle wears orange and stands in the centre surrounded by models

It all started with a Promise

Obé began as a promise from a mother to a daughter. After an incident involving a swim cap unsuitable for textured hair resulting in a lot of tears, when her daughter Kayla was just four, Danielle vowed to find a solution that would make Kayla feel empowered and unafraid of water. Seven years later, that promise has evolved into Danielle’s life’s work.

A lightbulb moment

After spending months researching swim caps and working with focus groups to understand the challenges they had faced from using them, it was clear to Danielle that swim caps were never designed with textured hair in mind. Nor were they even designed to keep hair dry. It was like a light bulb moment. Hair wraps! Wrapping hair is a cultural practice among people of African, Caribbean, and Asian descent — a tradition that if revolutionised, could protect hair from water whilst looking and feeling good.

Danielle launched Obé under Nemes in early 2019, before being let down by the factory, who took her investment and created products that resembled nothing of the design she had spent months curating. After personally contacting everyone who had pre-ordered the product, she received over 20,000 emails from customers all over the globe who showed their unwavering support for Danielle’s mission.

Obé was born

A year later, she received a life-changing message from a manufacturing partner, Justgood, who believed in what she was trying to do and wanted to help her achieve what she had set out to do before. 

With the help of Justgood, Danielle embarked on creating the perfect material. It needed to be waterproof, but behave like fabric to be comfortable, functional and available to everyone. Enter Obé, the further improved, stylish, waterproof headscarves designed to meet the needs of people of colour to help them find their place in the water.

Details & Specifications 

Obe’s headscarf is waterproof and hypoallergenic (no traces of latex). Designed to behave like fabric, the headscarf is not pre-tied, allowing wearers to control the fit and comfort. Made of thin, stretchy, and durable material, this comfortable and versatile headscarf protects hair and prevents damage to the hairline. 

The brand officially launched on the 15th of July, with products available for pre-order directly from the Obé website now. The headscarf is available in black, raspberry or mocha and has two shape options to suit the wearer’s personal style preferences:

  • The NEMES is designed in a triangular, mountain-shaped that can be tied as a head wrap to achieve a stylish turban look. This is better suited to more above-the-water activities that do not require prolonged periods underwater.
  • The PHAROAH is designed in an arch shape, featuring wings that better secure the hairline for above and below-the-water activities where you fully submerge for longer periods.

Danielle Obe, Founder of Obé, comments: “There are many barriers to people with textured hair participating in aquatics. Organisations such as the BSA are working hard to make swimming more accessible for all. But, there is one specific obstacle that Obé aims to tackle. A big barrier that impacts me, my daughter, and many others I have found on this journey… our hair.” 

“Being able to swim, and having water safety knowledge are more than just life skills, they are basic human rights. At Obé, we believe in empowering communities and creating opportunities to embrace being in, on, or around water. Without fear, without upset, without worry, just rejuvenated peace. Through Obé, we want to give others the courage to find their place in the water.”

Business people, meeting and discussion for corporate planning, strategy or brainstorming at the office

Trust, Flexibility and Respect are the Only Word Business Leaders Need

Posted on | by Magdalena Lew

Matt Dykes, COO, Abzorb

The workplace has changed over recent years more than it has done since the industrial revolution, so we are most definitely due an update. Remote and hybrid working is now the norm since the pandemic. Multi generations in the workplace have never been so diverse to manage and the younger generations such as Gen Z are constantly disparaged about being too ‘precious’ just because their needs and aspirations are different to others. And let’s not forget the biggest game changer of all in the workplace, the introduction of AI.

This is a lot for business leaders to grapple with but understanding and managing this changing landscape is essential for business growth and attracting and retaining talent. These colossal changes do not warrant minor edits to your policies and strategy but call for a complete re-write.

Remote, Hybrid and Flexible Working

Many business leaders are enforcing ‘return to the office’ (RTO) mandates but despite companies trying to allure them into the office with various benefits they won’t be bribed because they are determined to keep remote and hybrid working. A recent study from BambooHR’s 2024 Return to Work report shows that 90% of employees want remote and hybrid work for flexibility and a better work/life balance with 51% of remote workers saying it helps them with family duties and 74% of respondents enjoy not commuting daily. 

Business leaders need to understand that a ‘one size fits all’ model does not work with today’s diverse workforce of multi generations with different needs.

Leaders have struggled over the past few years with the shift of power moving from employers to employees and are trying to reclaim it. But by enforcing RTO and tracking employee’s office attendance and monitoring them too closely you are creating a micro-managed ‘Big Brother’ culture driving down trust, respect and taking away any autonomy and flexibility.

Managing Multi Generations

Today there are a multitude of generations in the workplace from baby boomers, Gen X, Millennials and Gen Z. As mentioned, the younger generation always seem to get bad press but what we must acknowledge is that this generation grew up with the digital age and in a different world so it’s no surprise they have different needs and aspirations. Instead of disparaging them maybe we should learn from them, even better learn from each other. Research from LiveCareer revealed that 87% agreed they could learn from each other while 78% thought it led to conflict.

Millennials and particularly Gen Z have grown up in a world where mental health and well-being is freely talked about, and they wouldn’t hesitate to talk about it at work. Whereas a Baby Boomer would probably feel very awkward talking to their manager about mental health. Deloitte Digital reported that empathy was the second most important trait in a business leader while leaders placed it fifth. The Visier survey also revealed that 64% of Gen Z employees ranked good physical and mental health as a leading life ambition.

Gen Z prioritise spending time with family and friends and good health over career aspirations. They want to work for companies with good ethics and values they believe in. They have seen what the workaholic lifestyle does to people and burn out is not attractive. They are more self-aware and can talk about feelings, ethics and values, and what matters and that’s a good thing.

Incoming AI

Employees fear AI taking their jobs in the workplace and it’s not surprising when the Institute of Public Policy Research recently announced that AI will threaten up to 8 million workers in the UK. However, if we harness the power of AI now and understand it then we can use it to relieve workers from admin and mundane jobs focusing them on more rewarding, interesting, and high value positions.

Business leaders need to step up and understand how they are planning to use AI in their business and make employees feel at ease working with the technology instead of against it.

The Re-Write

The archaic attitude of ‘this is how we have always done it’, ‘who do they think they are?’, ‘we are in charge not the employees’ needs to change. Admittedly, this will mainly be from business leaders of older generations and maybe also from larger established businesses rather than start-ups who tend to be more receptive, innovative and agile.

Business leaders will need to re-write the culture of their organisation ensuring it is transparent, meaning that you openly communicate your vision, mission, objectives, strategies and what you are working on, what works and what hasn’t. Empower employees by involving them in decisions, provide them with the opportunity to voice their opinions, suggest new products and services encouraging innovation and creativity, but at the same time ensuring that they know it’s OK to make mistakes and that we learn from our failures.

Involve them in the introduction of AI asking them how their roles and everyday tasks could be improved and what they find dull about their job. Make it clear to them that they will not be replaced by AI, and you want to get to a place where they can work seamlessly with AI to improve their productivity and efficiencies and augment their roles. Then offer them training and development programmes to ensure they have up to date training and opportunities to develop their career if they want to.

Devise a remote and hybrid working strategy ensuring employees can work flexibly and remotely if desired and come into the office when required. Ensure that they have the option to come into the office when they want to or for a purpose such as a meeting, or brainstorm, the choice is theirs. You are giving them the autonomy to get on with their work and make the decisions on how best they do it.

Help create and cultivate social connections for all teams that are in office, remote or hybrid to increase effective collaboration and inclusion, and connect teams.

Trust, flexibility and respect are the buzz words here, by demonstrating this to your employees they will be aware that you trust and respect their autonomy to get on with their job and get the work done. By doing this you will be rewarded with enthused and motivated employees who value their job and who they work for and remain working for you.

Demonstrate that you care for your employees by being empathetic and understanding by holding regular ‘check in’ sessions to ensure that they are OK and if they have any issues they want to talk about.

All Good Things

All good things come to those who wait so be patient. This new way of managing the modern workplace takes time and we are all learning together, and it will continuously evolve, and you and your employees will adjust accordingly.

It’s not a power struggle it is about gaining mutual respect and trust and working as a team to achieve your objectives. The payback will be that employee engagement will increase and you will garner their respect and trust which is two-way, you must earn it to receive it. This takes effort and time, but the benefits will be that you attract and retain talent, improve your reputation as the company people want to work for.

How Startup Founders Can Use Credit Lines To Manage Cash Flow

Posted on | by Jennifer Spencer

For startup founders, managing cash flow is one of the most critical tasks. Cash flow refers to the money coming in and going out of the business. It is essential to ensure that there is enough money available to cover daily expenses, payroll, and unexpected costs. 

One effective tool that can help startup founders manage cash flow more efficiently is a credit line. A credit line provides access to funds when they are needed, allowing businesses to smooth out their cash flow and avoid financial crunches.

What is a Credit Line?

A credit line, also known as a line of credit, is a flexible loan option that provides businesses with access to a set amount of money. 

Unlike a traditional loan, where you receive a lump sum upfront, a credit line allows you to borrow only the amount you need, when you need it, up to a predetermined limit. You only pay interest on the amount you borrow, not the entire credit line. This makes it an ideal solution for managing short-term cash flow needs.

This may be more flexible than other types of startup funding such as using VCs and angel investors, although this can work in tandem with a credit line quite nicely.

Smoothing Out Cash Flow Variability

Startups often experience uneven cash flow. For example, you might have months where sales are high and cash is flowing in, followed by months where income is lower. However, your expenses, like rent and salaries, remain constant. This variability can put a strain on your business if not managed properly.

A credit line helps smooth out these fluctuations. During times of low revenue, you can draw from your credit line to cover necessary expenses. This ensures that your business operations are not disrupted due to temporary cash shortages. 

In fact, according to a study by Intuit, 61% of small businesses worldwide struggle with cash flow issues regularly. Having a credit line in place can prevent these cash flow problems from turning into more serious financial crises.

Handling Unexpected Expenses

Startups often face unexpected costs. Whether it’s equipment that suddenly needs replacing, a surprise opportunity for expansion, or an unexpected market shift, these expenses can strain your cash flow. 

A credit line provides a safety net in these situations. Instead of scrambling to find money when unexpected expenses arise, you can simply draw from your credit line, ensuring that your business remains operational and can take advantage of new opportunities as they arise.

Improving Financial Flexibility

Having a credit line also increases your financial flexibility. For example, you can use a credit line to make bulk purchases that offer significant discounts, thereby saving money in the long run. Additionally, a credit line can help you negotiate better terms with suppliers by ensuring you have the cash on hand to pay early, which can often lead to discounts.

According to a survey by QuickBooks, 57% of small businesses have been able to increase their profits by using credit lines to take advantage of business opportunities that required immediate funding. This highlights how credit lines can be a valuable tool not just for covering costs but also for driving growth.

Building Business Credit

Using a credit line responsibly can help build your business credit score. As you borrow and repay from the credit line on time, your credit history improves. This is crucial for startups, as a strong credit score can lead to better loan terms and access to larger amounts of capital in the future. It can also make your business more attractive to investors and partners.

Conclusion – Be Strategic 

For startup founders, managing cash flow efficiently is essential for the survival and growth of their business. A credit line offers a flexible, cost-effective way to handle cash flow fluctuations, cover unexpected expenses, and capitalize on new opportunities. 

By using a credit line strategically, startups can not only avoid financial difficulties but also set the stage for long-term success. Whether you are just starting out or looking to scale, understanding and utilizing credit lines can be a game-changer for your business’s financial health.

Successful Penny Stock Trading Strategies: Expert Tips

Posted on | by AI Guest Posts

Penny stocks, while enticing with the promise of high returns, are fraught with risks and volatility.

While the prospect of making money with penny stocks can be tempting, trading them requires a combination of careful research, strategic planning, and disciplined execution.

This guide aims to equip aspiring and seasoned traders with expert insights and proven strategies to enhance their chances of success in the penny stock market.

By exploring essential research tools, risk management techniques, and valuable tips from experienced traders, investors can gain a deeper understanding of this unique market segment and develop a well-rounded approach to maximize their potential for profitable outcomes.

What are Penny Stocks?

Penny stocks are low-priced shares of small companies, typically trading for less than $5 per share.

While they can offer significant upside potential, they also carry substantial risk due to their volatility and susceptibility to manipulation.

Importance of a Solid Trading Strategy

A well-defined strategy is crucial for navigating the volatile penny stock market. It helps you identify potential opportunities, manage risk, and make informed decisions based on analysis rather than emotions.

Essential Research and Analysis Tools for Penny Stocks

Successful trading in this volatile market requires more than just luck. Thorough research and meticulous analysis are paramount.

A combination of fundamental analysis, technical analysis, and catalyst identification forms the foundation for making informed decisions.

Fundamental Analysis

Examine the company’s financial health, management team, business model, and competitive landscape. Look for undervalued companies with strong growth potential.

Technical Analysis

Analyze price charts, patterns, and indicators to identify trends, support/resistance levels, and potential entry/exit points.

Catalyst Identification

News releases, product launches, regulatory approvals, or partnerships can trigger significant price movements in penny stocks. Stay informed about potential catalysts to capitalize on opportunities.

Penny Stock Trading Strategy

Unlike investing in established companies, penny stock trading demands a distinct approach focused on risk mitigation, precise timing, and a keen understanding of market dynamics.

This strategy encompasses several key elements, including robust risk management techniques to protect capital, identification of optimal entry and exit points to maximize gains, and vigilance against common pitfalls that can derail even the most promising trades.

Risk Management Techniques

Mitigating risk is paramount in penny stock trading due to the inherent volatility. Effective strategies include prudent position sizing, and allocating only a small percentage of your capital to any single stock.

Implementing stop-loss orders acts as a safety net, automatically selling a stock if it reaches a predetermined price, thus protecting against significant losses.

Identifying Entry and Exit Points

Timing is key in penny stock trading. Enter when stocks break resistance with high volume, anticipate catalysts, or bounce from support.

Exit at profit targets, resistance levels, or when fundamentals change.

Avoiding Common Pitfalls

The penny stock market is rife with potential traps for unwary investors. It’s essential to remain vigilant against pump-and-dump schemes, where stocks are artificially inflated before being dumped.

Avoid chasing hyped stocks without solid fundamentals, and prioritize companies with viable business models and potential catalysts.

Expert Tips from Seasoned Penny Stock Traders

These expert insights offer a roadmap for navigating the complexities of the market, mitigating risks, and enhancing the potential for success.

These tips provide a foundation for building a profitable penny stock trading strategy.

  • Start Small and Learn from Mistakes: Begin with a small investment amount to learn the ropes and understand the risks involved. Don’t be afraid to make mistakes; view them as learning opportunities.
  • Focus on Quality Over Quantity: Don’t be lured by the low prices of penny stocks. Prioritize quality companies with a viable business model and potential for growth.
  • Patience and Discipline are Key: Avoid impulsive decisions based on emotions. Stick to your strategy, be patient, and wait for the right opportunities to arise.
  • Continuous Learning and Adaptation: The penny stock market is constantly evolving. Stay updated on industry trends, regulations, and new technologies. Continually refine your strategy to adapt to changing market conditions.

Is Penny Stock Trading Suitable for Beginners?

Penny stock trading is not recommended for beginners due to its high-risk nature.

However, if you’re determined to explore this market, start small, educate yourself thoroughly, and prioritize risk management. Consider seeking guidance from experienced traders or financial advisors.

Final Thoughts

Penny stock trading can be rewarding, but it requires a sound strategy, thorough research, and strict risk management.

By following expert tips, focusing on quality companies, and staying disciplined, you can increase your chances of success in this volatile market.

It’s crucial to remember that penny stocks are inherently risky and not suitable for everyone. Always prioritize education and due diligence before investing in any penny stock.

man talking to microphone

Clarity, Commitment, Collaboration

Posted on | by Magdalena Lew

As CEO and Managing Partner of smzh ag (smzh), Gzim Hasani embraces a transformational leadership style that encourages collaboration. He works to inspire trust, foster growth, and align his team’s efforts with organizational objectives. This enables the delivery of personalized financial advisory services that empower individuals and SMEs to achieve their goals. Gzim has been named Most Influential CEO 2024 – Switzerland (Insurance & Mortgage Solutions). We speak to him to learn more about his exceptional leadership, his career, and the company that he leads with pride.

In his role as CEO, Gzim Hasani leads the strategic direction and operational management of smzh ag. “Every task, no matter how small, contributes to our larger purpose. By approaching each day with clarity, commitment, and collaboration, we transform routine actions into meaningful contributions towards our shared goals. Everyone in the company understands their contribution to the smzh vision and lighthouse,” he explains.

Gzim’s journey within the world of finance began in 2009 at Credit Suisse, where he quickly took on responsibility for ultra-high-net-worth individuals (UHNWIs). From there, he moved to Julius Bär, working in the directorate. In 2018, he founded Impegno & Partners, and subsequently took over smzh ag. Starting with just five employees, he has grown the team to over 150.

Today, Gzim leads a team that embodies an entrepreneurial attitude to drive innovation and growth. “With short decision-making processes and a flat hierarchy, we respond swiftly to opportunities and challenges. Risk-taking is encouraged within our organization, and I play an active role in maintaining and nurturing this dynamic internal culture.”

He places great importance on being a positive role model, for his team and within the industry, and on personifying the core values of smzh: Responsibility, Customer Orientation, Trust, Long-Term Entrepreneurial Spirit, and Independence. Gzim goes on to tell us about his approach to leadership: “Over the years, my leadership style has evolved from a focus on goal and deadline setting to a more employee-centred approach. I prioritise fostering an environment where team members feel empowered to innovate and take on new challenges.” Underscoring this is his mantra of “Collaboration: Achieving goals requires teamwork and cooperation, leveraging collective strengths to achieve shared objectives”.

His ambitious team leverage their extensive expertise and specialised knowledge to deliver customised solutions that are perfectly aligned with each client’s specific needs. Through its all-in-one service, smzh is its clients’ trusted partner for every financial, insurance, real estate, tax, and legal need, ensuring their success at every stage of their life.

“We provide all our clients with access to top-tier financial services, regardless of their wealth or experience. Our advisory services are free for clients, with smzh earning fees from partner products. This creates a low entry barrier and is unique in the industry,” Gzim explains. This isn’t all that gives smzh a competitive edge, as smzh also implements advanced technology in order to equip and support its advisors whilst maintaining the essential human touch that – not only clients demand – but which smzh also strongly cares about.

“Our client-centric approach and bespoke services set us apart from the competition. We focus on technological innovation to enhance our advisory capabilities. Our holistic approach to wealth planning considers all private, legal, and tax perspectives to provide comprehensive financial planning.”

smzh has seen rapid growth, which Gzim tells us has required continuous adaptation and a learning mindset. This has created numerous exciting opportunities for team members to grow into new roles, develop innovative solutions, diversify their skills, and foster a culture of versatility and excellence. This entrepreneurial attitude and can-do spirit enable them to welcome new challenges and drive forward-thinking solutions. Creating such a dynamic environment has been instrumental in the company’s success and maintaining its competitive edge.

However, while fast growth is a fantastic achievement, it doesn’t come without its hurdles, such as resource constraints and the need for effective prioritisation. Gzim’s dedication towards promoting a culture of continuous learning and open communication has helped the company to overcome these challenges, with its training designed to enhance adaptability and resilience. Gzim views it as important to adapt to each team member’s learning curve and ensure that no one feels overwhelmed or sidelined, saying, “This awareness has helped mitigate potential issues and foster a more cohesive and motivated team environment.”

So, what do smzh’s clients say about their experience of working with the company? One delighted individual shares, “I have been thoroughly impressed by smzh’s commitment to providing top-quality financial services to its clients – to me. One of the things I appreciate most about smzh is their attention to detail. They take the time to thoroughly understand their clients’ unique financial situations, and then work diligently to develop tailored solutions that meet those needs. Whether it’s investment management, insurance, or other financial services, smzh has consistently demonstrated a deep understanding of the industry and a commitment to delivering the best possible outcomes for me and my situation.”

Ultimately, it’s clear to see how smzh has accomplished such incredible success. With Gzim Hasani at the helm and an excellent team behind him, the company’s growth has accelerated significantly, whilst leaving an array of overjoyed clients in its wake. Gzim’s leadership is nothing short of extraordinary, making him a deserving recipient of the Most Influential CEO Awards 2024.

Now, smzh has its sights set on the next 12 months and beyond, with no intentions of slowing down. The company plans to expand its service offerings and enhance its technological capabilities. Additionally, it plans to open six new locations in Switzerland and increase its international footprint to serve a global client base.

In terms of his own plans for the future, Gzim will be looking to develop his leadership skills and deepen his knowledge of emerging trends in the financial industry. He tells us that he will also aim to mentor the next generation of leaders within the company to ensure their success. He will also continue to value exchanges with other leading personalities, with this networking and his additional entrepreneurial activities and mandates helping him to expand his horizons and push the boundaries of what is possible.

Above all else, Gzim Hasani’s goal is to continuously develop himself, his people, and thereby the entire company, offering people perspectives and being a reliable partner for the long run.

For business enquiries, contact Gzim Hasani from smzh ag via email – [email protected] or on their website – www.smzh.ch

woman with certificate

The Pinnacle of Specialist Security

Posted on | by Magdalena Lew

Former Royal Military Police officer Tracy Webster established Pinnacle Risk Consultancy, a renowned specialist security services business, back in 2016. This veteran-owned UK business today possesses offices in Yorkshire, Manchester, and London, tactically offering it close proximity to the UK’s major cities and easy access to many of its most bustling towns and counties. With Tracy being recognised as the Most Influential Female CEO 2024 – UK (Security and Protection), we catch up with her to find out more about her journey and this incredible operation.

When it comes to security, there is no such thing as a uniform approach. Every situation and every client is different, and so too is the solution that needs to be applied to their case. Offering a fully bespoke and tailored service that expertly covers all of the nuances of a particular brief, Pinnacle Risk Consultancy is, as its name suggests, at the very top of the pack when it comes to specialist security services. From close protection to TSCM (technical surveillance counter measures), this encompassing service covers all possible bases.

Pinnacle Risks offers these high-end, specialist security services to a range of diverse clients across the globe, from ultra-high-net-worth individuals to celebrities and even members of royal families, as well as at-risk professionals, corporate and commercial entities, and anyone else requiring security within the workplace. Regardless of the client, the company operates with “Presence of Mind”, something that extends to all of its highly experienced male and female bodyguards and field experts deployed both in the UK and worldwide.

Thanks to a background in the Royal Military Police and a wealth of experience working in the Specialist Investigation Branch, Pinnacle Risk’s CEO is more than qualified to lead in this sector. In the years since stepping away from the military, this former Redcap has spent her time further honing the skills she picked up during her service, developing by working with the likes of surveillance techniques and on undercover deployments. Whatever the nature of the mission, Tracy acts with a hands-on approach and a strict adherence to legal parameters.

Having worked within the private security industry now for the better part of two decades, it pays to go back to the beginning of Tracy’s career to fully appreciate the impact that she continues to have in this setting. In 1996, 17-year-old Tracy Webster decided to pursue her interest in law enforcement and the armed forces, signing on to serve her queen and country for the Royal Military Police. This was far from the norm at the time, particularly for a young woman from a small farming village nestled in the Yorkshire Dales.

Many people questioned this decision, and Tracy enjoyed spending the next seven years proving them wrong. Commenting on her time served with the armed forces, Tracy explains, “I learnt so much and my time in the military provided a superb foundation for the rest of my life.” From teaching her the importance of high standards to showing her what it takes to pull together and work as a team, it is the skills Tracy first picked up in the Royal Military Police that continue to guide Pinnacle Risk Consulting to success to this day.

As her career in the armed forces began to wind down, Tracy was already looking at transferring her skillset to the private security industry, a move she saw as an obvious and welcome career change. Securing a position at a corporate security organisation shortly after, Tracy was responsible for managing a specialist security unit. Tracy would excel in this role for the next 12 years, until she made the leap in 2016 and set up her own business, a feat she attributes to the knowledge and experience afforded to her by peers and colleagues.

Nearly eight years on, Tracy has built Pinnacle Risk into an accredited, leading consultancy firm comprised of a close-knit team of male and female industry professionals. Approximately 85% of this team consists of former military personnel, and the diverse nature of this highly skilled workforce aligns perfectly with the increased demand for female bodyguards and protection officers. Many female clients prefer working with a female protection officer as they feel more comfortable being protected by a woman.

“I am a champion of women in business, especially those operating within the private security sector, as we are a small and rare commodity. I see the value of us supporting each other not just in the United Kingdom, but on a global scale.”

A female owner, CEO, military veteran, and trained bodyguard all rolled into one, the role that Tracy plays in the success of the business is crucial. With her background and skillset, she is the company’s unique selling point. Clients from all over the world seek out the business to leverage this knowledge for their own gain, and Tracy collaborates closely with her team to see that this is carried out with maximum impact. Developing this team and ensuring that they thrive in their roles is one of Tracy’s most pressing priorities as CEO.

Whilst the welfare of her team and clients is of the utmost importance, Tracy tells us that she refuses to micromanage during deployment, solely because she has faith in the capability of her executive staff to deliver excellence. This is just one of many managerial traits that Tracy picked up during her time serving the nation, a tenure which has influenced her leadership approach no end. The core values that Pinnacle Risk has adopted also largely stem from the British Army, prioritising the likes of trust, teamwork, and leadership above all else.

For Tracy, getting stuck in is another big part of her duties. She explains, “when time allows, I operate as a personal protection officer on the ground with my teams. This allows me to maintain my skillset as a protection officer and affords me time with my staff that I wouldn’t ordinarily have.” She continues, “it also allows an opportunity for me to see the quality of my staff operating live on the ground, ensuring they are maintaining the highest standards. I feel this compliments my leadership style and creates stronger bonds amongst my staff.”

Unsurprisingly, work of this nature can be stressful for extended periods, sometimes weeks or months at a time. To counteract this, the team pull together as a unit and constantly support one another. As an extension of this, Tracy also strives to remain approachable, transparent, and respectful across all interactions with her team. She puts it best when she says, “I am a firm believer that if my operators are supported by me and enjoying their roles professionally, this reflects hugely on the experience of clients engaging with Pinnacle Risk Consultancy.”

It is also important to note that the company is heavily involved with the Armed Forces Covenant (AFC), and Tracy and co. pledge to support the defence community, veterans, and reservists, as well as their families, across the business. A Proud AFC signatory and holder of the Employment Recognition Scheme Gold Award, Pinnacle Risk Consultancy is essentially an extension of the success of the British Armed Forces, mixing its remarkable values with a suite of professional services that guarantee personal protection of the highest standard.

Well-versed in everything from female bodyguard services through to TSCM bug sweeps and physical penetration testing, Pinnacle Risk Consultancy takes the safety of its clients incredibly seriously. For its suite of specialist security services and the ongoing dedication that it has across this challenging sphere, we celebrate the company’s visionary leader with this award. Having come a long way from the small Yorkshire village in which she was raised, Tracy Webster is today a pioneer, a leader, and an influential CEO.

For business enquiries, contact Tracy Webster from Pinnacle Risk Consultancy on their website – https://www.pinnacle-risk.com/

Navigating the B2B Landscape: Effective Direct Marketing Techniques for Business Growth

Posted on | by Jennifer Spencer

Effective direct marketing in the business-to-business landscape furnishes the lead generation and relationship-building necessary for business growth. Unlike B2C marketing, where sales cycles tend to be short, B2B marketing generally includes more decision-makers and longer sales cycles.

Following are time-tested direct marketing techniques that help a business navigate the B2B landscape and ensure long-term growth.

Understand Your Audience

At its very core, every great marketing campaign starts with an effective knowledge of your target audience. In a B2B context, that would entail at which level in companies you target – CEOs, procurement managers, or department heads, depending on your product or service.

Conduct market research to find out as much information as possible about your prospective client’s needs, problems, and buying behaviour. This information will help in creating detailed buyer personas of who your perfect client would look like.

With highly defined buyer personas, one can tailor the marketing message to answer the specific needs and challenges of the audience.

Tailored Email Campaigns

Email marketing is a truly robust tool for B2B direct marketing. Personalised email campaigns will allow you to build relationships with your prospects, nurture leads through the sales funnel, and eventually close sales. Begin to segment your email list, focusing on criteria such as industry, company size, job role, or purchasing behavior.

Personalise the email messages about the needs and pain points of each segment. Use the recipient’s name and other relevant personal details to make the email more engaging.

You should also share some really valuable content, including industry insights, case studies, and whitepapers, which would help your prospects solve some of their business challenges. Not only does personalization drive open and click-through rates, but it also builds trust.

How to Use LinkedIn for Lead Generation

LinkedIn is the goldmine for B2B marketers. It is a professional networking platform with huge potential for lead generation and engagement. Begin by optimising your LinkedIn profile and company page to show your brand experience and value proposition. Include appropriate keywords so you pop up in search results.

Engage your target market through the sharing of relevant content, be active in industry forums, and participate in active LinkedIn groups. Robust search functionality on LinkedIn enables the ability to find and engage prospects much more easily.

Personalising the request to connect and the follow-up messages will further enable you to deepen the relationship with key decision-makers. You can also utilize an ad option through Sponsored Content and InMail for additional lead generation.

Content Marketing and Thought Leadership

Content marketing is one of the pillars of B2B direct marketing. You will be in a position to place your brand at the forefront of its niche by creating valuable content and sharing it to attract prospects. Design a content strategy that will include a mix of blog posts, whitepapers, case studies, infographics, videos, and webinars.

Address the crucial pain points of your target audience. Share actual, useful insights, practical tips, and data-driven analysis that would help your prospect make a decent decision.

Consistently posting quality content not only drives way more traffic to your site but also establishes trust and credibility in your brand. Share your content via email campaigns, social media, and industry forums to reach a larger audience.

Account-Based Marketing (ABM)

Account-based marketing is an ultra-targeted approach—instead of casting a wide net, ABM tailors the marketing efforts toward the unique needs and challenges of individual accounts. This approach is particularly useful in B2B marketing, where the sales cycle is truly longer and involves multiple decision-makers.

First, identify the key accounts to target based on criteria such as revenue potential, industry, and strategic fit.

Run personalised marketing campaigns to meet the needs and pain points of each account through activities like personalised email, targeted ads, customised content, and one-on-one meetings. For ABM, the marketing and sales teams must be very closely aligned to ensure coordination and effectiveness in the approach.

Key Takeaway: Mastering the B2B landscape

A strategic and targeted approach to direct marketing may make all the difference in this complex B2B environment. Drive business growth by effectively engaging potential clients through personalised campaigns with an added understanding of your target audience, along with lead generation through LinkedIn, content marketing, and ABM.

Next in line are the add-ons: webinars, direct mail, and continuous measurement and optimization. With these battle-tested methods, your business will do more than succeed amidst tough competition in the B2B space; it will be set up for long-term success.

Marketing for Lawyers: How to Win and Retain Clients

Posted on | by Jennifer Spencer

The legal business is extremely competitive, and thus, effective marketing becomes crucial for winning and retaining clients. Of course, the traditional methods alone won’t work as they used to; a modern approach that involves digital tools and strategies is required.

Here are some practical tips that will help lawyers market their services effectively and build lasting client relationships.

Create a Professional, User-Friendly Website

This will most likely be their first point of contact, so ensure that you impress them. A professional, user-friendly website will help you stand out from the competition.

Ensure that your website is mobile-responsive because most people use their smartphones to look for services. In that case, your website should be easy to view, quick to load, and appealing to the eye.

Be specific regarding your services, areas of expertise, and the kind of legal issues you deal with. Mention your experience, qualifications, and achievements. Testimonials of clients and case studies add to credibility and trust.

Update your blog regularly with quality articles regarding legal issues. This will help draw more visitors to your website and also enhance your search engine rating.

Use Search Engine Optimisation

SEO is a critical part of marketing for lawyers. SEO helps a website rank high in search results so that potential clients searching for legal services can find you.

First, identify the relevant keywords that prospects may use while searching for legal services, then organically weave them into your website content, including blog posts and service pages.

This is very important because most clients look for lawyers locally. Ensure that your firm has a claim on Google My Business, as well as other local directories. Encourage your satisfied clients to provide positive reviews, as this may enhance your rankings in local searches.

Moreover, optimise your website for mobile and improve its loading speed for the best user experience.

Use of Social Media Marketing

Moreover, it gives you direct access to advertising your services and connecting with potential clients.

Create professional profiles on those platforms and share relevant information regularly. It could be either in the form of legal tips, news related to the industry, or even updates about the firm. One can engage with followers by responding to the comments and messages to build a relationship and trust.

The key to any optimised social media strategy is the element of consistency. Post regularly and have a professional tone in your posts. Running social media ads will increase your visibility and generate traffic to your website.

You can set up the demographics and interests of whom you want to see your ad. In this way, staying active on social media improves your online presence and attracts more clientele.

Spend on Content Marketing

Content marketing for lawyers is a process for creating relevant, valuable content to actively attract and engage your target audience. This could include quality blog posts, articles, and whitepapers that can provide your firm with an image of being an industry thought leader.

Share what your potential clients care about, news on the changes in laws, how to cope with legal issues, or what to do in various legal processes.

Provide downloadable materials, such as e-books or guides, in exchange for contact information to expand your email list and further nurture your leads. Other strong tools for your content marketing can be webinars and podcasts.

Hosting webinars on a variety of legal themes will help you provide value for your prospects by showing your expertise. Record these and offer them as on-demand content to continue re-engagement with clients.

Deploy Email Marketing

It’s also relatively cheap to stay in touch with current and potential clients via email marketing. First, you must build your email list. Offer quality content, such as an e-book or whitepaper, in exchange for email addresses. This will help you grow your list and position your firm as a subject matter expert.

Email marketing requires segmentation. Subscribers need to be segmented regarding interests and needs, sending relevant emails that target their concerns. Tailor-made emails will have high open and read rates.

The regular newsletter will also be very effective in informing your audience of any legal trends, upcoming events, and success stories. Automated email sequences nurture leads by providing a series of very helpful resources and information about the services provided.

Conclusion

Effective marketing will go a long way in attracting and holding on to clients within this competitive attorney industry. You can develop a professional and highly user-friendly website; use SEO, social media marketing, and content marketing to enhance your online presence.

This will also include email marketing, optimization of local search, engaging video marketing, and reputation management. By following these tips, your firm can increase and retain more clients—hence guaranteeing long-term success.

Business man standing with his corporate team in an office boardroom

Trust, Flexibility and Respect are the Only Words Business Leaders Need 

Posted on | by Molly Stills

By Matt Dykes, COO at Abzorb

The workplace has changed over recent years more than it has done since the industrial revolution, so we are most definitely due an update. Remote and hybrid working is now the norm since the pandemic. Multi generations in the workplace have never been so diverse to manage and the younger generations such as Gen Z are constantly disparaged about being too ‘precious’ just because their needs and aspirations are different to others. And let’s not forget the biggest game changer of all in the workplace, the introduction of AI.

This is a lot for business leaders to grapple with but understanding and managing this changing landscape is essential for business growth and attracting and retaining talent. These colossal changes do not warrant minor edits to your policies and strategy but call for a complete re-write.

Remote, Hybrid and Flexible Working

Many business leaders are enforcing ‘return to the office’ (RTO) mandates but despite companies trying to allure them into the office with various benefits they won’t be bribed because they are determined to keep remote and hybrid working. A recent study from BambooHR’s 2024 Return to Work report shows that 90% of employees want remote and hybrid work for flexibility and a better work/life balance with 51% of remote workers saying it helps them with family duties and 74% of respondents enjoy not commuting daily. 

Business leaders need to understand that a ‘one size fits all’ model does not work with today’s diverse workforce of multi generations with different needs.

Leaders have struggled over the past few years with the shift of power moving from employers to employees and are trying to reclaim it. But by enforcing RTO and tracking employee’s office attendance and monitoring them too closely you are creating a micro-managed ‘Big Brother’ culture driving down trust, respect and taking away any autonomy and flexibility. 

Managing Multi Generations

Today there are a multitude of generations in the workplace from baby boomers, Gen X, Millennials and Gen Z. As mentioned, the younger generation always seem to get bad press but what we must acknowledge is that this generation grew up with the digital age and in a different world so it’s no surprise they have different needs and aspirations. Instead of disparaging them maybe we should learn from them, even better learn from each other. Research from LiveCareer revealed that 87% agreed they could learn from each other while 78% thought it led to conflict. 

Millennials and particularly Gen Z have grown up in a world where mental health and well-being is freely talked about, and they wouldn’t hesitate to talk about it at work. Whereas a Baby Boomer would probably feel very awkward talking to their manager about mental health. Deloitte Digital reported that empathy was the second most important trait in a business leader while leaders placed it fifth. The Visier survey also revealed that 64% of Gen Z employees ranked good physical and mental health as a leading life ambition.

Gen Z prioritise spending time with family and friends and good health over career aspirations. They want to work for companies with good ethics and values they believe in. They have seen what the workaholic lifestyle does to people and burn out is not attractive. They are more self-aware and can talk about feelings, ethics and values, and what matters and that’s a good thing.

Incoming AI 

Employees fear AI taking their jobs in the workplace and it’s not surprising when the Institute of Public Policy Research recently announced that AI will threaten up to 8 million workers in the UK. However, if we harness the power of AI now and understand it then we can use it to relieve workers from admin and mundane jobs focusing them on more rewarding, interesting, and high value positions.

Business leaders need to step up and understand how they are planning to use AI in their business and make employees feel at ease working with the technology instead of against it.

The Re-Write

The archaic attitude of ‘this is how we have always done it’, ‘who do they think they are?’, ‘we are in charge not the employees’ needs to change. Admittedly, this will mainly be from business leaders of older generations and maybe also from larger established businesses rather than start-ups who tend to be more receptive, innovative and agile.

Business leaders will need to re-write the culture of their organisation ensuring it is transparent, meaning that you openly communicate your vision, mission, objectives, strategies and what you are working on, what works and what hasn’t. Empower employees by involving them in decisions, provide them with the opportunity to voice their opinions, suggest new products and services encouraging innovation and creativity, but at the same time ensuring that they know it’s OK to make mistakes and that we learn from our failures. 

Involve them in the introduction of AI asking them how their roles and everyday tasks could be improved and what they find dull about their job. Make it clear to them that they will not be replaced by AI, and you want to get to a place where they can work seamlessly with AI to improve their productivity and efficiencies and augment their roles. Then offer them training and development programmes to ensure they have up to date training and opportunities to develop their career if they want to.

Devise a remote and hybrid working strategy ensuring employees can work flexibly and remotely if desired and come into the office when required. Ensure that they have the option to come into the office when they want to or for a purpose such as a meeting, or brainstorm, the choice is theirs. You are giving them the autonomy to get on with their work and make the decisions on how best they do it.

Help create and cultivate social connections for all teams that are in office, remote or hybrid to increase effective collaboration and inclusion, and connect teams.

Trust, flexibility and respect are the buzz words here, by demonstrating this to your employees they will be aware that you trust and respect their autonomy to get on with their job and get the work done. By doing this you will be rewarded with enthused and motivated employees who value their job and who they work for and remain working for you.

Demonstrate that you care for your employees by being empathetic and understanding by holding regular ‘check in’ sessions to ensure that they are OK and if they have any issues they want to talk about.

All Good Things 

All good things come to those who wait so be patient. This new way of managing the modern workplace takes time and we are all learning together, and it will continuously evolve, and you and your employees will adjust accordingly.

It’s not a power struggle it is about gaining mutual respect and trust and working as a team to achieve your objectives. The payback will be that employee engagement will increase and you will garner their respect and trust which is two-way, you must earn it to receive it. This takes effort and time, but the benefits will be that you attract and retain talent, improve your reputation as the company people want to work for.

Business people at meeting

Start Your Business With The End In Mind

Posted on | by Magdalena Lew

This article is written by award winning global business coach, Peter Boolkah. Peter has over 20 years experience helping business owners scale up their business. He is also a business owner himself, having founded the SEO agency Visibility SEO.

Nearly 18,100 people search for “how to start a business” on Google UK each month. Of those who go on to set up a business, 35% will fail. This is usually due to too much competition existing in their industry. But it isn’t all doom and gloom. Many entrepreneurs start businesses and are successful. Names like Richard Branson, Levi Roots, Sarah Willingham, Lord Sugar and Steven Bartlett trip off the tongue as founders who have built businesses and made a lot of money. However interestingly those meteoric rises to success all have a story behind them of hard work, strategy and resilience. 

As a business coach of over 20 years and a successful business owner, I have helped many founders build their companies and then exit them. One particular client started as a sole trader and we helped him grow his team to 110 staff and take his turnover from 1.5 million to 8 million. We then helped him sell and exit his company. This was over a period of 9 years. Building and selling a business takes time which is why American author Steven Covey, famous for his book ‘7 Habits of Highly Effective People’ was so right with habit number 2 – ‘Start with the end in mind’. This can directly relate to starting and operating a successful business.

As an Entrepreneur, you are likely to be an expert in your product or service. However, often entrepreneurs and business owners are not as good at stepping back and looking at how to optimise the value of their business. They get caught up in making money in the short term and forget that a strategic approach to their business will give it the best chance of success. For example, when you start a business you often need funding. For that, you get a business plan together. That business plan takes into account the business idea, the people you will need to help you, what money you will make and how much money you will need to facilitate it all. To do this you need to envisage what you want your business to look like in the future. Define what your end goal is. What would your business look like if you were to sell it at the height of its success and how do you build it to look like that? What do you want to achieve with your business? The most valuable and attractive businesses for sale are ones that are on a clear upward financial growth trajectory. You need to be able to demonstrate that within your business structure. Consider your target market, revenue streams, operational strategy, and financial projections. Who will you need in terms of team members, partners and investors to help grow your business and what is your timescale? 

Setting up efficient systems, assembling a skilled team, and creating strong processes to support your long-term vision will help with that strategy of upward growth. A strong infrastructure is key, as is planning for unexpected events and working out how your business would withstand them. For example, over the last four years business owners have had to deal with a global pandemic, Brexit and a war in Europe which have all come together to cause a substantial cost of living crisis. When planning and starting your business you need to make sure it can withstand an unexpected event. You must always have a plan of what to do if the economy is rocked and your business is affected in some way. 

Design your business in a way that allows for scalability and growth. Make sure that the operations part of your business is adaptable and able to accommodate an increase in demand. However, you must always make sure that you have a clear plan for cash flow and how to reinvest into the business to grow it. Your business must support evolving market trends. The business landscape is constantly evolving. Embrace change and be willing to pivot your strategies to stay relevant and competitive. As part of this make sure you regularly assess the progress of your business against your long-term goals. You should adjust strategies, make necessary changes, and ensure that your decisions align with the end goals of growth you set out in the original plan. 

Getting a business ready for sale takes years. Usually, an exit strategy takes around 7 years from planning to sale completion. This is why regardless of whether you intend to sell your business or not this is an interesting and helpful exercise to do when embarking on setting up a business. An exit strategy helps to maximise the value of your business. Work out how to optimise the value of your business over some time to get the best price if you come to sell or you need more investment to grow. 

When we talk about starting a business with the end in mind, simply it is about setting a clear vision and building your business with a strategy to achieve that vision. Make sure your business is properly positioned and there are no weak spots to be taken advantage of. Make sure you create something sustainable, that will thrive and help you realise your ambitions as a business owner.

Executive Action: How to Resolve Disputes with Executive Employees and Protect your Business

Posted on | by AI Guest Posts

Executive employees are employees who are, generally, engaged at a senior level in a business – they can be engaged at board level and, generally, will lead a team of employees in achieving particular objectives set for their area of the business. They are leaders, strategists, and man (woman) managers.

Executive employees are the core of any successful business: they guide the business, put strategies in place to achieve objectives, and attempt to achieve and measure progress. No business can efficiently succeed without a team of competent, engaged, executive employees.

A key function of a Human Resources team, in tandem with senior management, will be to develop and manage executive employees by providing them with training, guiding them on objectives, setting and monitoring targets, and resolving disputes.

When disputes can arise

Any type of dispute can arise in a workplace, but the common types of disputes that executive employees are involved with, in my experience, are as follows:

  • Personal disputes with other employees – where the executive employee, simply, just does not like another employee (or vice versa) and relationships in the workplace are strained because of this. This can have a knock-on effect on productivity and morale
  • Bullying & discrimination allegations – where the executive alleges that they have been bullied and/or discriminated against by a colleague (or vice versa). This is, clearly, an important issue to resolve in the workplace, as a failure to do so could lead, potentially, to a formal grievance being submitted and legal action being brought. These matters can escalate quickly, so it’s very important to try and deal with them promptly
  • Sexual harassment – where an executive employee alleges that they have been sexually harassed by a colleague, or vice versa. Again, it is incredibly important that such allegations are immediately investigated and that prompt and fair action is taken to understand, manage, and resolve this type of dispute – failing to do so, again, can potentially lead to serious breakdowns in the workplace and claims being brought
  • Performance management disputes – if the executive is not performing as they should be, or a member of their team is not performing as the executive wishes them to be, then disputes can arise regarding the threshold of performance that is expected and whether this has been achieved
  • Misconduct allegations – allegations of misconduct could be made about an executive employee, or the executive employee could make allegations of misconduct regarding a member of their team or the wider workforce

How to deal with disputes

The following methods include some of the accepted practices of resolving workplace disputes with executive employees (please note, however, that this is not an exhaustive list):

  1. Mediation
  2. Informal resolution
  3. Formal grievance process
  4. Termination of employment
  5. Offering a settlement

Mediation

Workplace mediation is a process of repairing relationships in the workplace where a dispute arises – a nominated impartial third party (the mediator) will sit down and help the employees find a solution to their problem. This can be an effective means of resolving disputes, but is not guaranteed to work – the employees are not compelled to accept the suggestions of the mediator and do not have to agree on an outcome.

Informal resolution

Sometimes disputes can be resolved by a more senior manager having a quick chat with an employee about the nature of their complaint and how it can be resolved – most disputes, in my experience, are resolved this way. Senior employees should therefore be approachable and make it known that they’re happy to sit down and discuss complaints that their team members have – resolving disputes at this stage generally leads to a much better outcome for everyone involved, and reduces the draw on the business’ resources.

Formal grievance process

If a complaint escalates to a formal grievance being submitted by, or against, an executive employee then the business should have formal processes in place (a formal grievance process) to deal with and resolve that dispute. The employee that is submitting the complain should also, unless exceptional circumstances apply, be given the opportunity to appeal.

Termination of employment

If particularly serious allegations are made against an executive employee that are substantiated in a grievance or disciplinary process, or the employee’s performance is adjudged to be seriously below the threshold required on a consistent basis, the business may wish to terminate the employment of that employee.

If a business chooses to go this route then it should engage a methodical and set process in doing so, and understand the benefits of such an action (getting rid of the relevant employee) but also the costs (disruption in the team, having to recruit another employee, and dealing with any legal action that may ensue).

Offering a settlement

A quick and effective way of resolving disputes in the workplace is for the business to make an offer of settlement to an executive employee and try and reach a mutual settlement agreement with them. This will generally involve the business putting to the employee an offer without prejudice meaning that the settlement discussions are generally inadmissible for the purposes of legal action, and then engaging in settlement negotiations with the employee.

A settlement offer will generally involve the business making ex gratia payments to the executive employee, as well as other benefits (an agreed reference, payment of legal fees, making an agreed announcement etc.).

The settlement route is a quick and effective way of dealing with disputes, but it can also be a more costly route for a business.

How to effective resolve disputes with executive employees

The key to effectively resolving disputes with executive employees is to understand who has the issue, what their problem involves, and dealing with it fairly, thoroughly, and impartially at an early stage – if a business takes quick and effective steps to fairly resolve a complaint then this will generally mean that there will be no need for any formal processes to be involved, or dismissal considered.