Leadership Archives - Page 21 of 34

Business Lessons We Must Have Learnt From the Pandemic

Posted on April 26, 2021 | by Akeela Zahair

Over a year on from the start of the pandemic and as lockdown is slowly lifted, many changes in the way we operate business are most likely here to stay, but what lessons do we need to ensure we have truly learnt from the pandemic? Thom Dennis, CEO at Serenity in Leadership, looks at what we need for a new healthy business lens.

Measure output not hours. Many businesses have been measuring productivity through the number of hours put in. The pandemic has taught many of us that it matters less how long it takes for someone to do a task and more that they get the job done effectively. Self-employed and small business owners have been working successfully in this way for decades.

Know and show your people are your most important asset. Treat all colleagues with compassion, respect and gratitude, and in return they will show loyalty and work hard. Showing your workforce that you appreciate them will increase job satisfaction which will in turn maintain staff retention rates, boost productivity and morale.

Global without travel. Whilst the pandemic has put a stop on most international and domestic travel, businesses have never worked more globally thanks to working remotely, video and audio conferencing, chat, webinars, and social media. These solutions are a far more cost and time effective and ultimately productive way to work as long as they aren’t depended upon entirely – human contact still has an important part to play, particularly for promoting creativity and innovation. Whilst borders are almost closed, global reach has never been more possible.

Inclusion is an absolute, not a tick box. Countless times in the last year we have seen huge national and global movements standing up for what they believe in despite the pandemic. A business that sees the importance of diversity and inclusion of different races, gender, ethnicity, sexual orientation, age, physical abilities, religion and socio-economic status, and celebrates those differences, creates an environment where people feel comfortable to be themselves, bullying and harassment are absent, and people thrive.

Promote health sustainability. The pandemic has made us understand how important but fragile our health and wellbeing is. Reconceptualising health policy is vital. Don’t just follow the guidelines, go over and above. Find out what your employees need, and bear in mind that individuals may well have contrasting needs. Be clear about the importance of physical and mental health.

Promote a speak up culture. Open communication is key to combating systemic problems at work, such as bullying. Where possible, remind colleagues to share their feelings and troubles at work, and be a role model in this way. Be empathetic, actively listen and show care for their wellbeing to help your employees to speak up and feel that they are truly being heard.

Trust, don’t micromanage. With employees having to work remotely, companies have been forced to place their trust in their staff more than ever before. Micromanaging your workforce damages employee trust, leads to burnout and increases employee turnover rates. Trust is key to all aspects of business success including employee retention, loyalty and increased engagement, productivity and empowerment.

We are not in the office but relationships matter. Even if we are physically not in the same building, an absence in communication or the social side of working as colleagues is damaging. Making the effort to reach out to support colleagues, work collaboratively and maintain relationships will help keep the company thriving, encourage creativity and keep morale at a high.

Flexibility and agility are vital. Flexibility increases staff wellbeing and job satisfaction. Giving your employees the option to choose their ideal schedule and setting within reason, allows leaders to show they understand and care that we all have additional important personal commitments and responsibilities. People also work better at different hours of the day – don’t we want them to work when they are most productive? Having internal procedure in place to acknowledge we don’t have to all be “at work” at the same time will benefit the business in terms of employee experience, innovation and ultimately growth.

Place importance on work / home life balance. Burnout is a real problem. During the pandemic it has become worse for many, particularly for mothers who work, but the forced circumstances also highlighted to many what they aspire to and what is important to them. Act decisively on changes that need to be put in place, consider the different spaces, circumstances and equipment people have at home. Working from home was put in place as an emergency solution but is here to stay in one format or another.

Granting a Path to Success

Posted on April 20, 2021 | by Akeela Zahair

The grant and government contracting sector is broken. It’s convoluted and difficult to navigate for even the most experienced of industry players. The team at Grant Source have found the way forward. Under the stalwart leadership of Allen Thornton, the team have achieved the most astonishing levels of success. We take a closer look at this impressive company to find out more.

Technology has proven to be the decisive factor in the way that industries operate today. Even the most complex of tasks can be simplified through the use of a technological solution. Nowhere is this truer than in the grant and government contracting industry. The service that Grant Source offers does more than simply find and track grants. It disrupts the way in which the industry has traditionally operated in its entirety.

The way it does this is due in no small part to the comprehensive approach that the team have championed over the years. The processes involved make it incredibly easy for customers ranging from large businesses through to non-profits to find, write, track, and manage grants in one platform. Instead of exploring various different options and collating them later, everything that is required can be found in one place.

This makes it a much easier system to work within and has made an enormous difference to the way in which companies work. This simplification of such complex structures was always key not only to the success of the business but to the reasons behind its origin in the first place. Allen Thornton wanted to change the way through massive impact and opening the doors for companies to take advantage of the opportunities available to them was a key factor in the direction of the business.

Companies and organizations that use Grant Source are able to reduce costs, increase revenue, and mitigate risk. At the most basic level, they can save themselves an estimated 60-90% by using one platform as opposed to individual platforms. The app is able to act as a comprehensive source of information for clients so that they know they are receiving data from a place they can trust. Education on how to get the most out of a grant, as well as resources that can assist in the application process can also be found here. It truly is a one-stop-shop when it comes to securing grant applications.

Customers find the process of applying for grants considerably streamlined when compared to the hassle of organizing applications for themselves. The team at Grant Source can search for the appropriate Secretary of State and Local County to apply to, as well as filing the applications on the team’s behalf. The team will help clients apply for the essential your D-U-N-N-S number required to receive federal grants too.

What Allan and his team are offering is a true revolution in terms of what is being offered to clients. It opens the door to those who need the support the most. Many companies will act as consultants for organizations, exploring the structure and offering potential directions in which a team could go. This is useful to some but leaves the burden of work on those who don’t really understand the industry at large. What Allen has gone with Grant Source is design a system that specifically offers support. They get their clients where they need to be, when they need to be there.

Many customers from many backgrounds turn to Grant Source for help, but the team have thrived through laser-focusing on helping non-profits in major metropolitan areas. These organizations own or rent a building, with at least two years of documented impact and an active 501(c)3 with a mission that will change the world. When Grant Source was designed around having as big an impact as possible, it’s easy to see why the team have turned their attention in this direction. Through helping those who help others, the team have been able to support many people in challenging circumstances. With such a targeted vision, other companies have been taken on, on a case-by-case basis.

Not just content with the positioning of Grant Source as an invaluable resource for people who support others, the company has recently turned to colleges and universities for financial support that goes both ways. Being an entrepreneur is something that starts at an early age, but that also requires an enormous amount of support on all sides. Grant Source has been able to position itself so that colleges and universities can sponsor access to the Grant Source platform for their current students and facility.

For facilities that have innovative ideas or students that are pushing into new areas of entrepreneurship, there is enormous potential to create a generation that not only has dreams to pursue, but a way of pursuing them. Campuses are the ideal grounds on which to start a career in non-profits, and by working with Grant Source, these organizations can become formalized and receive funding to continue this good work beyond those college walls.

The team that Allen has brought together, and leads with aplomb, comes from an incredibly varied background. This diversity of experience has allowed the firm to expand quickly, taking the most successful traits of different industries and applying them to this new situation. Real estate property owners, former grant writers, successful serial entrepreneurs and former executive directors at non-profits have all come to work at Grant Source, able to apply their unique perspectives to the situations that arise.

What unites everyone involved is the experience of looking for grants that can be applied to their specific situation. Having been able to secure close to two million dollars for their own non-profits and businesses, it places the team in the ideal position to support others as well. While business grants appear to be ideal, it often proves that they are not only a hassle to find, but much less secure in the long run. The security and investment protection of Grant Source ensures that no matter what challenges arise, your investment is always safe.

It’s clear that Grant Source is a resource to be treasured by organizations of all sorts, simplifying a complex process, and making it available to all. We celebrate the vision of its CEO Allen Thornton, and the tireless work he has put into ensuring that the business always continues to serve its clients to the highest calibre.

For more information, please contact Allen Thornton via email at [email protected]

There Are 4 Key Points for You to Follow to Be a Leader, Not a Manager

Posted on April 14, 2021 | by Akeela Zahair

Managing a team of people comes with a new level of responsibilities. But have you ever considered the vast difference between being a manager and a leader? Harvard Business Review reports that 30 is the average age of a first-time manager while 40 is the age where people first embark on leadership training. This is a decade of lost years of building leadership skills – this can lead to ingraining bad habits and not practising to improve your style.

Being a manager doesn’t automatically make you a leader. The main difference between a manager and a leader is that managers delegate tasks to those who work for them whereas leaders have people follow them and believe in what they’re setting out for the company. The best part of the last year has demonstrated that leaders need to be prepared and agile to respond to protect their business and employees.

Here, we will determine the four ways that managers can transform themselves into leaders.

Respect goes two ways

Firstly, and most importantly, be respectable. Respect should be earned, not expected – no employee is going to consider a manager their leader if they don’t respect them. There are a number of things you should consider in order to gain your employees’ respect. After all, if they respect you, they’re likely to work harder for you, cooperate more with others, be more creative, resilient, and likely to take direction.

These include:

Leading by example. Be prepared to pick up tasks big and small, for example making your own cup of coffee or printing copies out to hand out to the workforce.
Listen to your team. Open the floor for others to speak and allow them to voice their opinions on how to improve things. Holding steady team meetings opens up a dialogue of feedback and ideas.
Follow through on deadlines and agreements. If you can’t meet your own deadlines, why should your team? If you offer to help someone on a particular project, honour that promise.
Accept responsibility if things don’t work out.

Communication is key

Never underestimate the power of communication. Managers with poor communication skills often alienate their workers, leaving the team confused and with little faith that things are being run properly. Take time to communicate your ideas, expectations, strategies, and everything in between, making everyone else feel involved in what’s going on. You can do this by thinking of any strategy the same as telling a story to someone who knows nothing about it. You can focus on things you don’t know or what you need to understand yourself in order to relay it others.

By involving your team and keeping them engaged, this will also allow successful executions and a happy, motivated team – you can’t expect a strategy to work if it isn’t understood and nobody is committed.

Shape company culture

Leaders should contribute to an active company culture. If workers’ characteristics don’t fit into the culture, this could influence their decision to leave. By defining a culture early on and recruiting those who fit into the talent pool, employees will feel comfortable which will have a positive effect on their performance.

Harvard Business carried out research to find out which qualities are most important in leaders. 700 workers were asked which qualities they value the most – 70 per cent agreed that creating a culture of engagement is a very important attribute and results in lower turnover rates, more productivity, and more profitability.

This reiterates what was mentioned in the first section – leaders must lead by example. They can determine how valued traits are within the business, for example, communication, integrity, and commitment. Employees who work in an engaging culture with their leader will have positive opinions about the company and will be strong advocates.

Leadership training programs

Go over and beyond for your team and consider enrolling on leadership training programs. which are designed to guide leaders through key issues and how to effectively adopt forward-thinking strategies. Organisations are constantly evolving in the modern world, therefore so does the nature of leading. Building on agile and reactive skills can help you become a capable and inspiring leader.

Leaders certainly have a big responsibility to inspire and encourage their workers – so it is important to do it properly.

Experts Provide 6 Ways Leaders Can Actively Lift Inclusions Barriers

Posted on March 31, 2021 | by Akeela Zahair

Leaders currently face 2 key barriers – prioritisation and recognising privilege

“You either care about people or you don’t but you can’t fake it, and in turn, inclusive leadership starts with recognising the value of individuals” says Garry Eccles, Vice President of Cereal Partners at Nestle.

“If leaders don’t value individuals, become culturally aware and listen more, they won’t overcome the barriers to their inclusion efforts. Inclusion and belonging are personal feelings which means people won’t articulate their thoughts if they aren’t asked”.

Matt Stephens, founder of Inpulse, the employee wellbeing survey experts, agrees. Research from Inpulse shows that 25% of employees do not feel like they can be themselves at work and 33% don’t believe their company takes D&I seriously.

According to Stephens, an inclusive culture is one in which a mix of people can go to work, feel confident in being themselves and work in a way that suits them to effectively deliver company needs. He asserts that to make this happen, it’s essential for leaders to address their own shortcomings in supporting employees to feel comfortable at work.

In the Inpulse webinar about Inclusion, Stephens identified two particular barriers that leaders currently face in improving an inclusive culture at work:

Not prioritising inclusion above other focuses

In the period we’re in now, it’s not that people don’t want to focus on inclusion, it’s that other things get in the way. With so much change – redundancies, remote working, return to work and home schooling – inclusion can fall into the trap of becoming more to do with spreadsheets, hitting targets and meeting the numbers. Leaders need to support inclusion initiatives in a humane way that still values people.

Being unable to recognise privilege

Sometimes in the corporate world, where leadership teams aren’t currently as diverse as they should be, they may struggle to recognise their own privilege. They may think they’re aware of the experiences others are facing but, in truth, their own understandings of the workplace don’t reflect the experiences of their employees. Becoming aware of your own privilege and recognising the real life encounters of others are essential in creating a workplace culture that nurtures the broader needs of a team.

Here are the 6 key steps that Garry Eccles and Matt Stephens have identified, helping leaders to address the inclusion barriers in the workplace:

1. It starts with the top

Leaders should be encouraged to walk the talk and model the behaviours they want to see in their teams Though inclusion is a step that all employees must participate in to help create the right culture, if senior leaders aren’t encouraging inclusivity in communications and actions, middle management and those beyond won’t embrace it either.

2. Being genuine is essential

According to Garry Eccles: “You either care about people or you don’t but you can’t fake it”.

Organisations must show genuine concern for the welfare of their employees. Inclusion efforts can’t merely be about hitting targets. Instead, understanding the value of people should come first and then this should be championed by setting goals and standards.

3. Connect hearts and minds: add the human element back into inclusion

Because of remote work, the pandemic has exposed the home lives of leaders, uncovering their human side which has broken down typical hierarchical barriers. Leaders have spoken about their personal experiences – their struggles, their mental health concerns – and it’s become acceptable for others to open up too. According to Garry, when leaders show these vulnerabilities and human imperfections, it creates a wave of sharing, providing an inclusive place to talk. Adding the human back into inclusive leadership is key.

4. Get everyone on board

When thinking about inclusion, it’s possible that not all members of the workforce will feel it’s an effort that’s connected to them. Some groups may not understand the role they can play in helping others feel included or the benefits that they themselves would feel from a more inclusive environment. It’s important that leaders make an effort to open up the conversation with these people, by linking the conversation to mental health, wellbeing or workplace safety – any inclusion topic that will resonate with them and create a lightbulb moment where someone realises ‘yes, this is about me’.

5. Actively find new perspectives

Most people don’t know what they don’t know, so it’s vital that leaders gain outside perspective in order to overcome their privilege and be an ally to other employees. Creating opportunities such as reverse mentoring in which grad scheme members, for example, pair up with senior leadership to provide a fresh perspective and open their minds to new ideas.

6. Go back to basics

Garry Eccles stresses the importance of creating a ‘listening environment’. Whether it’s by opening up conversations, using employee listening surveys or holding focus groups, leaders must be prepared to find ways to regularly hear the needs and thoughts of their staff. Action has to be based on what employees are saying.

Garry Eccles, summarises:

“When leaders are able to create a listening environment and get to a deeper level of understanding, they have the ability to ask ‘what more can be done?’. It gives them the awareness and the capacity to take inclusion efforts from acceptance to acceleration.”

Shaping the Post-COVID-19 Recovery: Rethinking HR For the Digital World

Posted on March 30, 2021 | by Akeela Zahair

Primary Source Verification provider, TrueProfile.io advises how HR leaders can become stronger influencers by empowering digital workplaces

To extend their sphere of influence even further, HR leaders must now rethink how they can support their organizations to adapt to the workplace of the future and empower digital workplaces. This is according to TrueProfile.io, a leading provider of Primary Source Verification (PSV) services, which outlines that in order to thrive and grow in a post-COVID-19 world, rapid digital transformation and a pandemic-proof organizational model is a must.

Last March, the digitalization that companies were slowly going through suddenly accelerated, seeing transformation projects rapidly sped up. Playing a key role in supporting this acceleration and maintaining a productive virtual workforce, HR leaders emerged as greater influencers within businesses. However, with this increased digitalization set to be a permanent feature of the post-COVID-19 landscape, it is now vital that HR continues to evolve, adapt and transform across every element of the HR lifecycle to meet a new set of organizational needs and demands.

Alejandro Coca, co-head of TrueProfile.io, explains, “As companies make work-from-home policies permanent or move toward a hybrid working model, it’s clear that businesses and society are only going one way: a more digital, flexible world. While HR has been key to rapid digitalization so far, the sector needs to go further in several key areas. By reinventing existing practices, augmenting HR technologies and permanently digitalizing old ways of working, there is an opportunity for HR leaders to take the lead in driving digital transformation post-COVID-19 and extend their sphere of influence even further.”

Alejandro outlines two key areas that need permanently rethinking: upskilling and reskilling current employees and recruiting and onboarding.

Upskilling and reskilling employees

Employees are now working remotely for the foreseeable future, requiring different technologies to deliver their work. The upshot is that digital upskilling is becoming an integral part of many organizations’ learning and development agendas. To play a key role in future-proofing their businesses, HR leaders must now consider implementing effective programs to ensure employees are equipped with the necessary digital skills and tools needed to succeed in today’s workforce and tomorrow’s more technology-driven world.

Fortunately, a growth in digital executive education solutions is now making courses more accessible than ever before. We see a democratization of learning, with knowledge reaching more people in more ways, from apps and video conferencing tools to virtual tutoring and online learning software. For HR leaders, tapping into this engaging, accessible and collaborative learning environment means that there are better opportunities to develop, reskill and upskill employees, giving them the tools to gain new knowledge, skills and attitudes to then apply to their organization’s services.

Recruiting and onboarding

A second area that needs rethinking is at the onset of the employee lifecycle: recruiting and onboarding employees. With a hybrid working model, the most likely outcome for many businesses, most HR leaders will be challenged to have the long-term, flexible infrastructure to recruit, hire and onboard new employees virtually. Having previously relied on in-person conversations and manual, paper-based processes, HR leaders that are still lagging in this area risk, for example, hiring a fraudulent candidate or alienating new employees with an inefficient onboarding experience.

Harnessing digital tools is key to overcoming these challenges and adapting to the workplace of the future. For example, leveraging the right recruitment technology can help get a full view of an applicant’s qualifications, allowing HR teams to build a watertight virtual recruitment process and avoid the potentially damaging scenario of hiring someone who has exaggerated their experience. When it comes to onboarding, new technologies can allow HR leaders to create a tailored, digital hub where new joiners can, for instance, access the documents they need to get a deep understanding of the business. This creates an in-office experience in the home long-term, which is critical for new joiners who will lack the physical interaction they need to absorb the culture of their new workplace.

Alejandro concludes: “This crisis has changed the way we live and the way we work, but it also offers the possibility for HR leaders to rethink their role, accelerate digitalization and play a key part in helping businesses meet the challenges of the post-COVID-19 world. Whether this is through implementing programs to equip employees with digital skills or permanently digitalizing elements of the recruiting and onboarding end of the employee lifecycle; HR leaders must continue to rethink every element of the HR function in an increasingly digital world and how they can support their organizations as we bounce back from COVID-19.”

Fifth of Managers Consider Quitting as Covid Burnout Strikes

Posted on March 24, 2021 | by Akeela Zahair

More than six in ten UK managers have experienced burnout at work because of the COVID-19 pandemic, with a fifth considering quitting their job as a result, according to new research from not-for-profit healthcare provider, Benenden Health.

Assessing the impact of the coronavirus pandemic on the nation’s workforce one year on, research has found that as many as 61% of managers have suffered from burnout at work since the UK was first placed into lockdown, with a fifth (20%) of all managers either considering, or actually quitting their job as a result of the strain on their mental wellbeing.

With the Office for National Statistics reporting that the number of individuals experiencing symptoms of depression has almost doubled since the start of the pandemic, Benenden Health has examined the impact on the nation’s workforce. This has revealed the effect of COVID-19 on the working lives of managers and their subsequent experiences of burnout, which is the occurrence of exhaustion, stress, cynicism and/or feelings of reduced professional ability due to demands at work.

The main causes of burnout at work in the past year were shown to be anxiety about the future (46%), a lack of sleep (40%), limited social interaction (35%), increased demands from senior leadership (28%) and managing home schooling with work (26%), whilst a third (34%) of burnout sufferers revealed that working longer hours had contributed.

Despite more than half of managers (55%) wanting to take time off work due to burnout brought on by the pressures of the pandemic, only a fifth have done so (21%), with others revealing they couldn’t due to their workload being too high (36%), their team needing them (33%), fearing an absence would impact their career progression (32%) and that senior management wouldn’t let them do so (16%).

The survey of UK-based managers also revealed that only a fifth (20%) of those who have experienced burnout in the past year have sought medical support, whilst a third (33%) either took time off as annual leave or a physical health sick day to hide the real reason for their absence.

With the coronavirus pandemic placing such a serious strain on the nation’s workforce, UK businesses are now facing a mental wellbeing crisis as individuals suffer in silence, having a knock-on effect on the culture, retention, productivity and overall performance of organisations.

One in seven managers (15%) have reported lower productivity levels at work since the onset of the COVID-19 pandemic, whilst 11% said their work was of a lower quality. Conversely, only 9% said their productivity has risen and 8% believe their work has improved in the past year.

On a personal level, a third of managers reported that work has caused increased anxiety in the past year (33%), four in ten said it has caused mood swings (27%), a quarter revealed their diet has got worse (26%), one in five (18%) have consumed more alcohol and a tenth (10%) said their relationship with their partner has deteriorated.

As the nation begins to slowly roll back COVID-19 restrictions, one in six managers (17%) revealed that they are worried about being encouraged to work from an office before they are comfortable doing so, whilst 16% believe that the easing of restrictions will put more pressure on them at work. With one in eight (12%) saying that they fear the culture within their business will get worse once restrictions ease, businesses may also need to consider how they maintain a feeling of togetherness as life returns to something more like normality.

The future of traditional office working was also revealed to be in jeopardy as more than two thirds (69%) of managers said they would like to work from home – at least part-time – on a permanent basis.

Naomi Thompson, Head of OD at Benenden Health, said: “It goes without saying that the past year has been incredibly challenging for individuals across the nation, both in our personal lives and at work.

“Businesses too have suffered immensely from the COVID-19 pandemic and these pressures have filtered down to management, who have been vital in keeping operations going at work whilst managing their own lives at home.
“What we are seeing is that there is a burnout epidemic across the nation’s managers, but too often these individuals feel too helpless, worried and embarrassed to open up and seek support for their mental wellbeing concerns.

“An open, two-way conversation must now take place to ensure employees are able to disclose and address any mental wellbeing concerns without fear. It is also important that employers are in a position to support appropriately and effectively, to the benefit of both individual employees, and the business as a whole. In building a happy, healthy and productive workforce, employers will also have to consider how their operations change as restrictions ease, ensuring that employee wellbeing is at the forefront of these conversations.”

Benenden Health enables businesses to offer affordable, high quality, private healthcare to every employee. This includes round the clock care such as mental health helplines, 24/7 GP plus access to services such as mental health counselling support and medical treatment so employees can have peace of mind that they can ask for help whenever they need it.

Top Tier Training From Tapiit

Posted on March 16, 2021 | by Akeela Zahair

Working with shipping companies all around the globe to offer them cost-effective choices for training requirements, trading routes, and crew nationalities, Tapiit is an online training and information portal delivering new training solutions to various markets. Steering the ship to its latest success is one of the finest CEOs, and recipient of this years’ CEO of the Year, 2020 – The United Kingdom award, Mr Richard Turner. As we take a closer look at what Tapiit and Mr Turner offer to clients, discover what has made the firm into an industry standard for excellence by which others measure themselves.

Formed around the basis of connecting users to a global list of training providers around the world, Tapiit has since diversified into creating new and efficient training through different vehicles and supporting training centres with new applications and systems. The firm’s bookings offers users the ability to search and book all types of maritime training from the world’s largest database of providers in more than forty seven countries. With such an easy to use system, applicants can make swift and cost-effective decisions on available training which links in with their travel and work plans. By working with shipping companies all over the world, Tapiit has been able to bring down training budgets by removing peripheral costs such as travel, accommodation, per diem, and salaries, leaving companies with minimal expenditure based against the cost of a course.

Training providers all over the planet are queuing up to use Tapiit and its unique system, given that it allows providers to showcase far more than those other standard marketing vehicles. With Tapiit, providers get access to unique dashboard that show documents such as accreditation, HSE reports, and staff and faculty certifications. Shipping companies and users of the system can have the ability to fully understand a training provider, what they are offering, and how much it will cost. Armed with that knowledge, they can make the key decisions knowing that they have all the information they need to do so. Helping make sure that the clients can access all of this information in the best way possible is Tapiit CEO, Mr Richard Turner.

Mr Turner has been the current CEO of Tapiit since just last year, and has already made such an impact on the way the company is addressing the training needs of the maritime industry. Tapiit, under the sage guidance of Mr Turner, has a large and growing database of training suppliers, training centres, learning centres, educational colleges, and academies. Since coming into his new role as CEO, Mr Turner may have made his stamp on the firm by increasing the levels of success, but the core values and mission remain the same as they ever were; to increase training through choice and efficiency, and lowering costs in the process.

These core values are at the heart of everything that both Tapiit and Mr Turner are looking to develop, implement, and achieve together. Linking people to more training through new access points, different vehicles, and lower costs will bring about higher competence within any industry and, in most cases, improve a business whilst driving down incidents in the workplace. Tapiit is now considered to be the fastest growing business model in the maritime industry, thanks largely to the sage leadership of Mr Turner and his executive team around him. The success comes from keeping everything simple, and delivering on what it promises. Within the first four months of starting business, Tapiit has clients in twenty eight countries and have since gone even further.

Drawing on its truly global database is what makes Tapiit one of the most unique businesses around, with its database matched only by search engine behemoth Google. Within the maritime sphere, the firm has training providers that cover the complete spectrum of training, and its advantage over Google is the ability to find the training, book the training, get cashback on courses, and manage it all through an app in less than two minutes. For those who need to, the app can also be a source of booking travel and accommodation. Within the Tapiit model that Mr Turner and his team has devised, there are three primary types of client. The training provider, who wants to showcase the courses and facility; the individual user of those courses and facilities; and the shipping companies who require the training for their workforces.

As one of the most effective and simplest solutions in the maritime training industry, Tapiit’s business model ensures that its culture operates in much the same manner. The workforce is made up of dynamic and empowered individuals who can take a problem, and offer solutions. Everyone works as important individuals making up one collaborative team, from Mr Turner at the top to new entry-level employees just starting out their careers. Mr Turner has spent time on vessels himself, and understands that it takes everyone coming together to help the ship run smooth. Encouraging his employees to work in a modern fashion, Mr Turner empowers his staff to have a flexible week. The staff have the option to either use one of the desks in the office, or work from home with the team meeting once a week and have virtual meetings every day. Productivity is at an all-time high, and people are excited to work.

With productivity levels booming and showing no signs of slowing down, Tapiit has further expanded their business by launching two new and exciting projects: Tapiit Live and Flexiilife.

Initially formed as a live stream training company, Tapiit Live focuses on delivering maritime modules to seafarers onboard vessels, whilst at home and management personnel in the office. Having the ability to attend classroom style of training without the burden of additional costs, such as travel and accommodation, is a huge benefit for any ship owner/manager looking to reduce their training budgets. Live interactive streaming will slowly, but surely, become the normal vehicle and leading the way will Tapiit Live with its established in-house studios.

As for Flexiilife, the new company was established to provide individuals, families and crews onboard vessels access to a comprehensive platform of live streaming channels that focuses on the mind, body and soul. With a diverse range of classes from yoga, fitness, exercise to wellness which covers topics including healthy eating classes and even nutritional courses. The mindful courses offer an array of subjects such as meditation, stress management, how to deal with interview stress and relaxation for driving tests. In addition, Flexiilife’s learning channels cover a vast array of topics from children’s academic subjects to general interest. All of these classes are now live and interactive, as well as streamed 24 hours a day on multiple devices all for just one subscription fee.

With both these platforms in full effect, the Tapiit team have been able to successfully implement these services with the support and guidance from CEO Monthly’s CEO of the Year, 2020 – The United Kingdom.

The mark of a good leader over a good boss is understanding how to empower and uplift staff around them to do an excellent job. Mr Turner is definitely the former, understanding that his staff are integral to the continued success of Tapiit. The newest and best vessel may have all the latest specifications, but without the right staff it will fail. In every single one of his roles, Mr Turner has always developed and surrounded himself with the best teams possible, and success quickly followed suite. Every business owner, manager, or CEO must understand what Mr Turner has lived his life by; you cannot do it all by yourself, and understand the strengths and weaknesses of those around you to maximise the chance of success.

A truly outstanding example of what leadership looks like, Mr Turner is a rare breed in the executive world. As Tapiit continues to grow exponentially and set industry benchmarks for what maritime training could, and should be, Mr Turner is an exciting figure in the development of exciting, ground-breaking technologies and simple solutions.

For further information, please contact Richard Turner at www.tapiit.com

Top Ten Attributes Every Great Business Leader Needs In 2021

Posted on March 15, 2021 | by Akeela Zahair

By Thom Dennis, CEO at Serenity in Leadership

Successful business leaders may previously have been visionaries of their brand, expert decision makers with a growth mindset and possessed extraordinary levels of energy, but the qualities needed to be a good leader in 2021 have changed vastly due to the seismic pressures of the ongoing Covid-19 situation and the events that have brought suppressed and ignored social issues to the fore.

In response to the pandemic, leaders have had to formulate effective crisis management schemes, show agility during lockdowns, repeatedly re-plan to meet the changing needs, navigate the varied transitions of working from home, deal with redundancies, cope with a collective rise in burnout, and begin to look at issues like BLM and harassment with new eyes whilst maintaining team spirit with physically separated teams.

Different circumstances call for different styles and attributes of leadership and we have certainly seen some shining examples of global influencers and inspiring business leaders in the last year. Unfortunately we have also seen incredibly poor leadership.

These are 10 attributes that every great leader needs in 2021 as we negotiate the ongoing twists and turns of the crisis:-

Resilient leaders don’t let failure dishearten them; they understand losses are temporary and use them to their advantage and to learn; they are generous in the face of others’ needs. Our current VUCA (volatile, uncertain, chaotic and ambiguous) environment means an agile approach to change is essential, as is the need to be one step ahead. Having a big picture outlook and a willingness to take early decisions is key. Whatever your political standpoint, Chancellor of Germany Angela Merkel is extremely good in a crisis. Whilst other hospital systems came crashing down in the first wave, Germany had so many ICU beds, it flew in Italian, Belgian, Dutch and French patients.
Controlled Ego. Effective leaders are humble, have a clear vision and know when their contribution is needed and when it is best to let others take the floor. They build on the capability of their team first and welcome input from all stakeholders, and then look for new opportunities to grow or do better. We all have an ego but those leaders who are in command of theirs are patient, often self-less, don’t require gratitude or ego-stroking. A survey of 105 computer software and hardware firms revealed that humility in CEOs led to higher-performing leadership teams, increased collaboration and cooperation and flexibility in developing strategies. A leader who has demonstrated these attributes throughout his extremely varied career is Rory Stewart, the former Secretary of State for International Development.
Compassion. Employee welfare is a hot topic with concerns rising about mental health and physical safety during the pandemic. Emotionally intelligent leaders understand that maintaining morale is key to thriving, and actively care about employee wellbeing. They have a heightened awareness of mental health including the effects of, and needs around trauma, grief, bullying, harassment, stress and PTSD and effectively support workers through this period. At the start of the pandemic Ally Financial CEO Jeff Brown was quick to provide leadership and responded by showing care and generosity to employees by moving most of the 8,700 workforce to work from home in just a few days, including hustling equipment to people who needed it, along with getting them set up with internet. The company’s already-existing financial, medical and mental health benefits were well designed to help employees through a crisis.
Inclusion. Inclusive leaders are people-oriented and do not value one more than another and openly look for different ways of thinking. The best leaders check for unconscious bias, starting with themselves, and strive to make the workplace an equal environment for all. They actively welcome diversity as a real asset with great potential, not a tick box. In Latin America, John Deere’s head of HR, Wellington Silverio, launched a comprehensive D&I program in 2016, which has now touched more than 13,000 employees in Brazil, Argentina, and Mexico by having a leadership team that promotes—and a workforce that reflects—the global diversity of its consumers.
Responsibility. Being a responsible leader is about being able to shape the business by making strategic yet informed ethical judgements. These leaders appreciate the crucial importance of creating the right culture, have a clear understanding of the values and goals for the business, and know how to communicate them. This means listening openly and displaying moral courage, long-term thinking and value-led collective problem solving. Ruth Bader Ginsburg demonstrated great traits of the responsible leader, for example effectively teaching the then all-male Supreme Court that discrimination against women actually existed.
Trailblazing. New Vice President of the United States, Kamala Harris has broken barriers, remained rooted and now embodies the hopes of young women all around the world. Trailblazers tackle problems and find solutions in ways others can’t. These leaders are resilient in the face of failure and keep going long after others have fallen away. Greta Thunberg continues to challenge world leadersto take immediate action against climate change.

Authenticity. Leaders who are authentic promote transparency, honesty and openness within the workplace because they know that it ultimately builds trust. We need to talk the talk and walk the walk to show integrity. Honest leaders keep to their word, follow through on promises and deliver on time. They know how to effectively manage expectations, even if that means delivering bad news. Yvon Chouinard, the founder of the incredibly successful outdoor equipment company Patagonia, has lived by his principles and created a continuously ground-breaking organisation based on his values.
Accountability. An accountable leader takes responsibility for their actions and steps up when they are needed. They are not afraid to apologise if things go wrong, nor do they blame others for their mistakes. Rather, they endeavour to fix and learn from them. The first female president of the European Commission, Ursula von der Leyen, mother to seven children and head of an organisation with over 32,000 members of staff, admitted it was a mistake to override part of the Brexit agreement on Northern Ireland to prevent shipments of vaccinesentering the UK and rectified the mistake within hours, asking to be judged at the end of her term.

Inspirational leadership is fuelled by passion and purpose. Leadership like this is contagious. An inspirational business leader motivates everyone around them, trusts them and encourages them to feel as passionate about the business as they do. Barack Obama offered hope and inspiration to his country by being both open and vulnerable.

Excellent Communicator. Paying attention to both verbal and non-verbal cues, listening well and being personable are enviable characteristics of a great leader. Great leaders simplify complex problems to be able to focus in on what really matters, delivering information in a clear and concise fashion. Jacinda Ardern, the Prime Minister of New Zealand led her country through the aftermath of the Christchurch mosque shootings in March 2019 with courage and determination. Since then she has combined a willingness to make hard and timely decisions with a consistently high level of communication, demonstrating openness, honesty and vulnerability. She is perhaps today’s shining example of all the 10 attributes outlined above.

Building A Better Future

Posted on March 9, 2021 | by Akeela Zahair

Property development does not stand on its own. Regenerating communities is equally important to the success of a property portfolio. This is not only the understanding of Michael Pemberton, but the way in which he has built a vision of success. We take a closer look at how his passion for sustainable building practices and upholding a low carbon agenda has brought him and the team at Building Extraordinary Communities (BEC) to new heights of success.

At BEC, property development is only part of the equation. Pushing the team forward is a passion for people. From small, rural communities to the issues facing society at large, when the team at BEC are involved in a project, these factors are top priority. The aim is to create a space where perpetual regeneration can improve regions, with low carbon and exceptional social outcomes.

Leading the way forward is Michael Pemberton. With an impressive background as a multi-award-winning, strategically and entrepreneurial-minded senior executive with vast experience in public, private, third sector and non-government organisations, it’s little wonder he has been able to guide BEC to its current success. Since joining the organisation in February 2015, Mr. Pemberton has watched the business go from strength to strength in the property sector.

The passion for people that has made BEC into such a successful firm is reflected in the passion that Mr. Pemberton has for teams. His interest in building, growing and improving the performance of staff, and therefore their businesses, is what has driven him through his long career. With what he describes as visionary leadership, that advocates a hands-on, lead-by-example approach to teamwork, Mr. Pemberton inspires people to achieve the very best they can. Working across a diverse array of sectors, in domestic and international markets, it’s clear that the way in which he works can be applied with incredible results.

Mr. Pemberton’s aptitude for leadership first came with a stint at Woolworths. He worked for eight years as a regional business development manager in the south east, and he spent the latter two years of this period with Oxygen Learning Sydney as an executive coach and facilitator. In this position, he was able to work with companies and individuals worldwide to support growth, development, learning and personal fulfilment.

In 2000, Mr. Pemberton spent nearly a decade as an officer in the British Army. Here, his leadership skills were honed and tested as he led teams as part of a highly pressurised supply chain. During this time, he also served as international operations director for the NAAFI. This role allowed him to lead this international business in the delivery of welfare to HM Forces, dependents and local civilians. When this role ended in 2007, Mr. Pemberton became the managing director of National Car Parks Ltd, a branded support service business.

2010 saw Mr. Pemberton move on from his position in both this business and the army, for a path that offered him a direction he was keener on. The result was Peppermint Parking, his own firm. He also took up a role as head of commercial strategy, development and implementation for the retail and catering division of The National Trust. His position as MD of Peppermint Parking lasted until 2012, and he left his role at the National Trust a year later.

Naturally, a passion for people meant that Mr. Pemberton continued looking for role that offered him the opportunity to work with different organisations, while also moving business and enterprise forward. To this end, he began to undertake contract work under the self-employed title of Pemberton Consulting, with his first role being with Westmorland Family where he worked as an executive consultant. The job was complex and the responsibilities numerous. The family-owned commercial centre and visitor attraction business needed repositioning to achieve greater success.

While not an easy position to take on, it was a challenge to which Mr. Pemberton rose with glee. With facilities including operating restaurants, cafes, bars, multi retail, a cinema, gallery, theatre, lecture studio, four conference rooms, two exhibition halls, a fuel station and an adventure play area, there was a lot to consider. It was just over a year before the work was completed and he moved onto equally difficult circumstances with HS1 Ltd in 2014. Here he used his own personal experience with parking to review the current carparking offer across the business, alongside a full review of the contract with the operator. From this work, Mr. Pemberton was able to design, build and deliver new parking strategies that maximised return on space and customer satisfaction.

When Mr. Pemberton stepped into his current role of BEC, it was with all of these experienced behind him. He is a man who has lived a life full of interest, working with a vast range of people across numerous industries. It’s this ability to work with others, to get the best out of them that he brings to his current role. As you will have noted, Mr. Pemberton often takes on multiple roles at once, and this has not changed over time. Currently, he is a director at Derwent Forest Development Consortium, offering his expertise to those who are delivering a landmark development at Derwent Forest, West Cumbria. He is also chair of the board of trustees for the charity AgeUK West Cumbria.

When people think of CEOs, they should think of the way in which Mr. Pemberton inspires others, in which he brings the best to the fore. They should think of the way in which he simply cannot stop working, always looking to improve and make things better. It’s inspiring leadership that guarantees success for businesses and their teams for years to come.

For more information, please contact Micheal Pemberton at www.discoverbec.com

A Matter of Management

Posted on March 9, 2021 | by Akeela Zahair

Everyone’s wealth is different, and the best planners of these services create a system that is entirely bespoke. The team at Century Private Wealth, led by CEO Madhur Kakkar, has made its name in providing new levels of success for its investment clients. Named as CEO of the Year, 2020 – the United Arab Emirates for his work at this loyal asset management firm, we take a closer look to find out more.

Based in the Dubai International Financial Centre (DIFC) and regulated by the Dubai Financial Services Authority (DFSA), it’s clear to many that the ideal people to entrust with your financial future are the talented team at Century Private Wealth. Under the staunch leadership of Madhur Kakkar, the firm has gone from strength to strength, leveraging his long service in the industry to deliver a world-leading service.

The goal of the team has always been to provide an experience that is above and beyond the norm within the industry. Working with a mix of professional clients, institutions & private individuals, those working at Century Private Wealth have always placed a high value on the relationships that they’ve developed and cultivated with clients. Their care is the foundation of the firm’s overall success.

The long experience of Mr. Kakkar has been a boon to the firm, with his fourteen years of expertise in the banking, financial markets and services sector allowing him to tackle any challenges that might occur. Before he joined the team at Century Private Wealth, he worked across many global banks in the region, managing multiple teams of wealth managers and ensuring profitability of regional branches and cost centers. These skills have been invaluable to the firm, as he focuses on the direction of the business, and how it grows across business verticals and geographies.

The challenge, of course, is keeping the work that the team do as simple as possible in a complex industry. Clear understanding is key to client satisfaction. The team take the time to ensure that their products and processes have been designed in such a way as to be easy for anybody to comprehend. Some firms offer services that are opaque, but everyone that Century Private Wealth offers is designed to be as transparent as possible. The team reserve from proprietary trading or entering into positions that will benefit their balance sheet. The focus is always on the client, and achieving results that clients are happy with in every way why people continue to turn to the team for their expertise.

The team at Century Private Wealth are proud not only of their heritage, but their ability to shape the future of the investment industry through their exceptional work ethic. The company lives on its bedrock values of stability, honesty, trust, quality, transparency and privacy, operating in the belief that as more businesses take on this approach, the industry as a whole will improve.

Needless to say, the work of Mr. Kakkar has not just been on developing the firm to reach the point it is currently operating at, but on creating plans that will enhance the business in the future and the business as a whole. At the heart of these plans is the desire to ensure that what Century Private Wealth offers clients in the UAE is the best that it can possibly be. The team are understandably passionate about their work, which is shown by their clear commitment to deliver excellence in every respect.

For more information, please contact Madhur Kakkar at Century Private Wealth.

Millwood Marks International Women’s Day 2021

Posted on March 8, 2021 | by Akeela Zahair

In recognition of this year’s International Women’s Day on Monday 8^th March, luxury homebuilder Millwood Designer Homes is celebrating the female members of its workforce. Offering an insight into what it is like as a woman in the housebuilding industry, one of Millwood’s female employees, Sophie Marks, offers her advice for women looking to pursue a career in construction.

Just 14% of the construction industry is made up of female professionals, proving the sector is still very much male-dominated for the majority, and more should be done to entice women into housebuilding. In recognition of this year’s International Women’s Day on Monday 8^th March, luxury homebuilder Millwood Designer Homes is celebrating the female members of its workforce. Offering an insight into what it is like as a woman in the housebuilding industry, one of Millwood’s female employees, Sophie Marks, offers her advice for women looking to pursue a career in construction.

Sophie, 23, joined Millwood in October 2019 as a receptionist, before being promoted to a Customer Services Administrator. She comments: “After finishing a history degree, I started working for Millwood as a receptionist, before being moved into customer service last year. I love being the first port of call for customers when they need answers to queries; it’s a very personable job, and I’m enjoying doing something I never thought I would be doing when I first joined Millwood! As a receptionist, you don’t necessarily need to know much about the construction industry whereas in this role, I need to be able to respond to homeowners straight away with answers. This has meant I’ve had to learn a lot about the technical process of housebuilding, and that has really sparked my interest in a career in the industry.”

Sophie adds: “I think its great that more women are getting involved in the housebuilding industry, but I definitely think it is still a male dominated sector. I feel that women bring a different way of looking at things, especially to the design process, and they may think of including certain features in a home that are different to a male point of view. A lot of my role is very personable and involves speaking to customers on a daily basis, which is something you don’t necessarily associate with a career in construction. There are so many different pathways into construction and so many different roles within it, you don’t just necessarily have to work on site building the houses.”

Sophie continues: “I think more needs to be done to teach girls that construction is a great career path for both men and women; I went to an all-girls grammar school, and there wasn’t any mention of construction as a potential career. Girls should be encouraged that housebuilding is a really interesting profession with lots of different opportunities; just because typically boys have gone into it, it doesn’t mean that they can’t too. It’s so important in all areas that women get the same opportunities as men, and that girls get told about careers that are typically male-driven. I didn’t even consider going into construction until I got this job, and now I am really interested in it.”

“Millwood is a fantastic company to work for as it has a really diverse workforce, and women are just as respected as men both on site and in the head office – we even have a female project manager, something which is very rare in this industry. I’m really looking forward to growing more with the company and continuing to learn about construction, and the process of building our homes.”

Nick Stonley, Managing Director at Millwood Designer Homes, comments: “International Women’s Day is a brilliant platform to celebrate our female employees, whom we are extremely proud of. Under pressure over the past year, our team, including Sophie, has continued to thrive, and it’s great to see that gradually more women are pursuing a career in housebuilding. Sophie is a fantastic example of a woman that is excelling in a male-dominated sector and is a shining example for young women across the country that you can be successful in whichever career path you choose to take.”

A Leadership Shift for 2021

Posted on February 18, 2021 | by Akeela Zahair

By Stevan Jackson, Vistage Private Advisory Group Chair, West Midlands

“Leadership is the art of getting someone else to do something you want done because he wants to do it.” President Dwight D Eisenhower

There are as many definitions of leadership as there are commentators on the subject, but the quote from ‘Ike’ is one of the most succinct. Much is made of the nature/nurture argument, about whether leaders are born or made. The most obvious answer is that some people find leadership a more natural state of mind than others but that doesn’t necessarily make them better leaders than those who must work at it a bit more. History is littered with examples of charismatic leaders who have led their followers to an outcome that has been neither what they wanted or needed. There is no black art in leadership, it can be learned, practised, and polished by anyone who is prepared to make the effort, as with any other aspect of our professional life. Never has that been more obvious to the current generation of business leaders.

What this pandemic has done is remind us that we live in a world where uncertainty is permanent. COVID-19 has required business leaders to adapt to leading in different ways that demand certain skills and approaches. In my Vistage practice, I see leaders responding daily to the challenge of leading their teams in new ways. Considering the importance of employee engagement on business outcomes, leaders must invest in their leadership knowledge and skills to get the best of out of their teams. That has always been true and is not confined to the exceedingly difficult challenge we face.

Here are seven areas that every business leader could focus on to improve performance:

1. Model the way

To model the way, leaders need to be clear about their personal values and philosophy and express them in a way that leaves no doubt about what they believe in. Exemplary leaders set a personal example for others by their attitude and behaviours. They always deliver on their promises and commitments and live the values they champion.

2. Inspire a shared vision

Effective leaders create a compelling vision – where we are going and how we are going to get there together – that people can buy into and use to guide their attitudes and behaviours. Through inspiring vision, leaders can challenge others to transcend the status quo, visualise positive outcomes in the future, communicate them to other team members and play a full role in achieving the company’s desired outcomes.

3. Challenge the process

Challenging the process means being curious, willing to change the status quo and step into the unknown. It includes being willing to innovate, grow and improve. Exemplary leaders are like pioneers – they experiment and try new things. They are willing to take calculated risks and are not afraid to fail – from which comes learning and improvement.

4. Show empathy

If employees feel that leaders care about them, they will be more engaged and more inclined to give of their best. Outstanding leaders are highly effective at building trust within their teams by showing empathy and promoting collaboration. Teamwork and cooperation come from listening closely to diverse points of view and treating others with dignity and respect. Empathetic leaders encourage their people to make informed choices and then support the decisions their teams make. Empathetic leaders create an environment where people can feel good about their work and understand how it contributes to the greater community. A survey of 15,000 business leaders by Development Dimensions International found a link between enhanced empathy and leadership performance.

5. Care about your people (and show it)

Research in the UK has found that “stress, depression or anxiety” were responsible for 44% of all cases of work-related ill health and more than half of all working days lost. There is evidence that these issues are exacerbated in times of crisis, which is why effective leaders make it a priority to encourage and promote the physical and mental wellbeing of their staff. This can include simple actions such as ringing isolated employees regularly and asking, ‘how are you – what can I do to help?’ Focussing on employee wellbeing can create an engaged and healthy workforce. In companies with this culture, employees tend to enjoy better relationships with their bosses, higher personal wellbeing, and more job satisfaction.

6. Celebrate success

It is natural for people to want support and for their work to be recognised. Effective leaders are highly attentive to this need and are willing to give praise to people for a job well done. Using authentic celebrations and rituals to show appreciation and encouragement to others is essential and can lead to improved collective identity and community spirit.

7. Communicate, communicate, communicate

The key to effective team-working is communication – especially with a dispersed workforce. In that regard, team meetings to agree objectives, to expose disagreements and resolve them by open discussion are essential. These are real hallmarks of effectiveness. This is a good point at which to reflect on how often do you participate in team meetings and how well led are those team meetings? Even teams that hold regular meetings will achieve little if there is too great a power gradient between the leader/s and members of the team. Effective leaders will allow themselves to be challenged and respond in a constructive way to contribute to the personal development of their team members and for the sake of business improvement and better outcomes.

There is unwavering pressure on leaders to figure everything out alone and uncertain times call for agile leaders. That’s why Vistage are proud to provide a platform where high-performing business leaders can safely talk about their challenges, fears, questions, and opportunities with peers and make better decision; grow their business and have a better work-life balance. After all, “not one of us is as clever as all of us”. In this pandemic, that could be the difference between thriving or just surviving. For more information about Vistage please contact me at [email protected]