ABSTRACT News

Understanding Net Promoter Scores in L&D

Tue, 23 Sep 2025 14:40:21 GMT

If you’ve ever filled out a quick survey after buying something online or calling customer support, chances are you’ve been asked:

“On a scale of 0 to 10, how likely are you to recommend us to a friend or colleague?”

That little question is the heart of something called Net Promoter Score, (or "NPS"), a simple but powerful scoring matrix businesses use to measure how happy their customers really are.

At ABSTRACT, we use Net Promoter Scores as part of our comprehensive feedback review at the end of our programmes.

This is just one of many feedback tools that we utilise, but we find NPS to be a really effective way of gauging how the delegates enjoyed the learning experience.

What is a Net Promoter Score?

Here’s how it works - First, we ask delegates a question about the Learning and Development programme they've just experienced.

For example:

"How likely are you to recommend this course to a colleague?"

When respondents answer that question, their response is then sorted into three groups:

Promoters (Scores of 9–10) are your superfans. They love what you do and will probably tell others about it.
Passives (Scores of 7–8) are satisfied but not excited. Think of them as neutral customers who could easily drift to a competitor.
Detractors (Scores of 0–6) are unhappy customers who might warn others away.

What makes NPS so popular is how straightforward it is.

Traditional customer satisfaction surveys can drag on forever, and honestly, most people don’t want to spend 10 minutes filling them out.

NPS cuts through the clutter—it’s quick for customers and gives companies a clear snapshot of how they’re doing.

But the real magic happens when businesses go beyond just the score. Most NPS surveys include a follow-up question like;

"What's the main reason for your score?"

That’s where the gold is.

Promoters might mention great customer service or awesome product quality, while detractors might complain about slow shipping, confusing pricing, or a frustrating website. This feedback shows companies exactly where to improve.

What does 'Good' look like?

The actual NPS is calculated by subtracting the percentage of detractors from the percentage of promoters.

The score can range anywhere from -100 (all detractors) to +100 (all promoters).
Generally, anything above zero is decent, 50 and up is great, and 70+ means customers are absolutely thrilled.
Anything around 90 is World Class.

Where NPS really works is that it removes subjectivity; what I perceive as World Class will differ from the next person based on their previous references and experiences. Net Promoter Scores cut through all of that!

In a recent example for myself and the ABSTRACT team, we received an Average NPS score of 92 for a training programme delivered to over 140 delegates. (Excuse the proud boast!)

How ABSTRACT learn from Net Promoter Scores

Celebrating high scores aside, one of the most valuable aspects of NPS feedback is what we can learn about the Learning and Development programmes we deliver - both during and after the programme ends!

Here's a short summary of how we learn from NPS:

We use our scores to…

Confirm our learning material is resonating and quickly see where it can be made even more effective.

Our clients love that we…

Proactively request feedback from delegates as they learn, and move nimbly to make changes if required.

How we create programmes that result in high NPS Scores...

All ABSTRACT programmes must be interesting and have application.
The more interested a person is and the more they can apply the learning into their job, the more likely they are to be promoters.

Is It Unreasonable To Ask Line Managers To Coach?

Fri, 14 Mar 2025 09:03:09 GMT

Now there’s an exam question for your local debating society!

Seriously though; given the choice, would you be arguing For or Against ?

Coaching direct reports is one of the most effective ways a Line Manager can positively impact the growth of the business.

However, over the years we have had many business proposals to help Managers perform as coaches turned down by key decision makers within their respective organisations.

Are they mad?

Well… No, quite rational actually!

Changing The Perception of Coaching

Coaching is often seen by Leaders as a specialist role and therefore, can sometimes get muddled in with the day job or delivered badly if only performed on an occasional basis.

We firmly believe that all Managers should be trained up to a level where they become effective and efficient coaches within their day-to-day sphere of responsibility.

However, we also recognise the tremendous value that an experienced, highly accredited external coach can add, when they are brought into a business to develop and support staff even further.

In the spirit of a lively debate, here are my arguments:

For Line Managers as Coaches

So, you’re backing ‘For’ then David, I hear you cry…

I certainly am, when it comes to general observational and experiential development of their direct reports.

By not acting like coaches Line Managers risk producing a lack of regular personal on-the-job development, which itself can further stifle general business performance.

By regularly observing what people do at the critical points in their delivery, you get the chance to praise and share best practices amongst others or proactively work on improving the smaller aspects that can sometimes have the bigger impact.

It would be remiss of me not to mention how on-the-job coaching can also significantly lift annual engagement scores leading to better retention of your top talent.

Against Line Managers as Coaches

However, with the above being said, I might also debate ‘against’…

Yes, I know that’s not how debating works but hear me out!

Line Managers acting as general Coaches can offer tremendous cultural and operational value, but they are not always the most effective approach when it comes to specific coaching – that’s where External Coaches come in.

People often drop their guard and respond better when they believe they will not be critically judged for being slightly off point, or when there are no perceived hidden social or political agendas to get in the way.

This is the true value that an experienced External Coach can unlock – utilising a professional outsider perspective to help problem solve sensitive issues or tackle matters in a different way.

Ultimately, resulting in a win/win scenario for all parties.

To Conclude

So, to conclude then, (other than establishing I am particularly rubbish at debating!)

When it comes to the question of Line Managers as Coaches; You can have the best of both worlds!

Create regular marginal gains via personal development coaching from a line manager.

Paired with independent, professional specialist coaching depending on the higher-level situation.

Everyone Wins!

More Coaching Support From ABSTRACT

Fast Start: Key Business Performance Tips For The New Year

Wed, 15 Jan 2025 09:38:02 GMT

There is no denying that these early weeks of a new year are crucial for planning a successful financial year ahead.

Business leaders who get the foundations right now , by developing a high performing and productive culture, will reap the rewards as they build on successes throughout the year.

To help ambitious leaders make the right decision for their business and people, our Learning and Development experts have shared some key Business Performance tips for the new year:

"In these first few weeks of 2025, there will have been lots of talk amongst business leaders around making a 'Fast Start' to 2025...

What do we need to do differently?
What should we stop doing,
What should we start doing?

These are good questions to ask but the first thing leaders should do is ensure that the fundamentals are in place and crystal clear. These fundamentals are the organisation's Vision, Purpose and Values.

Vision – The What? What are we trying to achieve?
Purpose – The Why? Why are we doing this?
Values – The How? How are we going to achieve this.

If the business is reminded what they are doing, why they are doing it and how they should be doing it, great things can happen!

These are the guidelines that can allow new thinking and new ideas to emerge and allow business to achieve a truly Fast Start ."

Andy Nicol

Chief Executive Officer

If you think you can or think you can’t, you are probably right!

- Henry Ford

"Why is a performance fast start important in a new business year?

It’s easier to ski downhill rather than spend the rest of the year walking up hill with skis on!

Here are some tips that businesses can implement to successfully fuel a 'Fast Start' in 2025;

Create Stretch Targets
Allow team individuals to set their own stretching and short term achievable goals, broken down, with milestones and celebrate achievement, small and large.
Success Environment
Conduct regular and consistent check-ins, being supportive and constructive.
Meet at least once during Quarter 1 in person.
Coaching
Conduct observations, quick feedback and guidance.
Be a resource, not a supervisor, to build trust and motivation.
If you can’t find the time to observe and coach them all, try ABSTRACT's The Coaching Hub.
Reward
Celebrate quick wins with recognition and small incentives. Share the good news across your team.
Compelling Vision
Remind your team members of the bigger picture for their clients, the team, the division and their career."

Mark Fryer

Chief Client Officer

If you Google ‘How to improve business performance and productivity’, the first few pages will be filled with tips and solutions all centred around systems and processes .

While these are critically important for efficiencies and effectiveness, once they are implemented, they just need a small investment to regularly monitor and tweak certain elements to remain relevant and fit for purpose.

Depending on what type of business you run, your people are arguably your defining best asset that can be the difference between average, good and great business performance.

So, assuming you already have the right people, they will also need regular investment for personal development and business improvement.

If the world of Learning and Development has learned anything from the COVID period, it is this:

Digital methodology is great for self-led Information Transfer.
Virtual methodology is great for short, small group, Quick Fix Development.
Face-2-Face methodology is great for larger group, longer-term, Sustainable Growth.

The real power of a well-researched, designed and built programme, is when it applies the right methodology to achieve the desired outcomes of the business. Imagine though, if your commissioned programme incorporates all of the above… This is where the magic happens!

In 2025, business leaders are once again appreciating the need to invest in their people and respecting the power of being in a room together.

David Nikolich

Founder &
Managing Director

More Support From ABSTRACT

The Most Important HR Trends For 2025

Fri, 29 Nov 2024 10:49:18 GMT

Priorities that leaders and decision makers will need to focus on in the new year.

According to research by the consulting firm Gartner, the top 5 HR trends and priorities that will matter most in 2025 are...

Leader and Manager Development.
Organisational Culture.
Strategic Workforce Planning.
Change Management.
HR Technology.

It may be no surprise that Leader and Manager Development is the number one priority cited.

Gartner surveyed more than 1,400 HR leaders across over 60 countries and covering all major industries and the results show that 75% of HR leaders believe managers are overwhelmed, and 70% say their current leadership programmes are not preparing managers for the future.

“The reality is that people are promoted into managerial positions and expected to apply the obvious attributes necessary, which is usually less obvious amongst the day-to-day competing priorities of the business”

David Nikolich

Managing Director & Founder

ABSTRACT

Most people leaders recognise the importance of organisational culture, but aligning their organisational vision with the practical reality remains a challenge for many companies.

The Gartner survey suggests more than half of HR leaders believe their managers do not enforce their company’s culture and that leaders don’t feel accountable for demonstrating cultural values. This creates a major disconnect.

Managers have an important role of conveying their leaders messages in a compelling and inspiring way. Not just downloading information but by setting an example through their own behaviours.

"Gartner research finds that 57% of HR leaders believe managers do not enforce the company's culture, while 53% say leaders don't feel accountable for demonstrating cultural values."

'Top 5 HR Trends and Priorities That Matter Most in 2025' - Gartner

“Culture eats strategy for breakfast” is a quote attributed to Peter Drucker, business author and management consultant. His theory is that business strategy will fail without a company culture that encourages its people to implement it.

We believe culture and strategy are both crucial to business success but you need to nurture both. You may need to re-establish or renew the vision, purpose and values of your organisation, or team, to ensure they are sustainable and in line with your people and growth plans.

Implemented well, cultural transformation will result in a strong leadership and management team and, perhaps more importantly, an empowered set of colleagues who are actively part of a collective journey.

The Gartner survey also highlights a significant gap in HR’s ability to align their identified talent populations with their long-term business goals through strategic workforce planning.

ABSTRACT also conducted our own LinkedIn Poll recently to ask...

“What is the most important Learning and Development priority for you, your team or your business in 2025?”.

It was a smaller sample size but again the number one response was for Leadership/Management Skills (50%), with 25% indicating Business Growth is their priority. 13% said ‘Career Development’ and 13% suggested ‘Something Else’.

Source: ABSTRACT Linkedin Polling

Does any of this resonate?

Some of it maybe, or all of it perhaps? Well ABSTRACT can help!

We have created a set of contemporary learning and development programmes, and an affordable coaching proposition, structured around three core specialisms of business growth, leadership essentials and career management. These are designed to help you build a modern organisation fit for today's social objectives.

To be more specific;

Leadership/Management Skills

Our You As A Manager Programme provides all the skills and behaviours required to become an effective and efficient manager.

Cultural Transformation

Our Cultural Transformation Programme offers a bespoke people development solution, delivering the business essentials for creating a high performing culture.

Career Development

Our AMBITION and ACCELERATE Programmes develop career management skills for your identified talent, retaining and better leveraging your emerging future managers and leaders.

For more support with your 2025 Learning and Development planning, click below:

How Does Inclusive Growth Translate Into The Workplace?

Tue, 29 Oct 2024 10:41:29 GMT

Inclusive Growth is a phrase I keep hearing as the recently elected new government focus on the task of achieving economic growth for Britain.

So; what is inclusive growth, and does it translate to the workplace?

ABSTRACT believe that ‘inclusive growth’ can only truly be achieved when leaders and managers first take ‘Inclusive Responsibility’ !

The International Monetary Fund says ;

“Inclusive growth embodies the principle that wealth creation, economic freedom, and equal opportunity can coexist. It promotes the notion that a society can be free and equal while also pursuing long-term economic growth and well-being”.

In addition to this, one of The United Nations Sustainable Development Goals is about promoting inclusive and sustainable economic growth, employment and decent work for all.

A key aim of UK PLC is to secure a sustained increase in productivity growth.

The government believe this will only be achieved by championing the UK’s role as a global leader in financial services to deliver inclusive growth.

Other priorities include enhancing the international competitiveness of the UK’s financial services sector, reinforcing consumer protection and financial inclusion, leading the world in sustainable finance, embracing innovation and fintech as the future of financial services and reinvigorating capital markets.

"Deliver inclusive growth of the UK’s financial services sector by scalling regional financial centres alongside established hubs in London and Edinburgh and unlocking the full potential of the mutuals sector."

Labour's Plans For
Financial Services

The recent report ‘Enabling Growth Across the UK’ by The City UK, an industry-led body representing UK-based financial and professional services, says;

“Attracting, developing and re-skilling talent remains a critical factor to the success of the UK’s financial and related professional services industry”.

"At a national level, we welcome the creation of Skills England, which reflects our long-standing position that there needs to be greater mapping of, and planning for, the UK’s future skills needs."

Enabling Growth Across
The UK 2024 - The City UK

An inclusive workplace ensures equal opportunities for everyone to succeed and empowers all their people to contribute.

Business growth is the increase in a company's revenue, productivity and profitability over time. It’s not the only factor, of course, but empowering more of your people to be more effective, by harnessing their full potential, will help to fuel business growth. This sounds simple, but it isn’t easy!

What do ABSTRACT think?

ABSTRACT says that an organisation can, through continuous learning, regularly teach and update their leaders how to take 'Inclusive Responsibility' as a crucial part of their day-to-day role.

Being and acting inclusively is now an integral requisite for leaders carrying out their everyday duties to drive sustainable results.

Modern Day Leaders should consistently demonstrate ‘Inclusive Responsibility’ and must consistently be inclusive to think inclusive, and vice-versa.

How can ABSTRACT help?

We can help leaders to be both inclusive and focus on growth. The two should be symbiotic.

ABSTRACT’s Inclusive Responsibility Programme will cleverly navigate leaders through the mythical inclusive maze to leave them with a very clear plan of how they can begin filling in the gaps with ease. It will demonstrate where the inclusive gaps are within your organisation, assess the multi-generations in your workplace and how they could or would likely be impacted in the very near future.

ABSTRACT’s Business Growth Programmes will help you to build high performing teams, led by coaches, within a commercially driven culture, to gain new clients and better serve your existing ones.

Do you need our help to take this to the next level?

If so, we would love to consult with you and your team about how ABSTRACT can support your plans.

Decisions! Decisions!

Thu, 24 Oct 2024 08:44:43 GMT

How can the business world break old time-wasting habits, and cut straight to decision making?

With Budget Season upon us, there will be lots of decisions made in the next couple of months about how to spend the variety of allocated budgets for the forthcoming year...

There will also be decisions made as to who gets to make those decisions and how many layers of committees are required for us to be comfortable and convinced that the right decisions are being reached and implemented.

Within large organisations, we often use that old favourable methodology of over processing or over engineering to satisfy ourselves, (and anyone else who may be interested), that all decisions have been made within a fully robust system, leaving a clear and obvious audit trail behind for total transparency.

I’m not poo-pooing this… It works and has worked for many years. However, the process can be far simpler!

Simplifying Decision Making

Early in my career, I once had to attend several meetings to ensure we had created the fullest agenda and that we had invited all the appropriate people to just one meeting for them to make decisions on shortlisting the final agenda for the top Executive meeting!

Does this sound familiar or relatable to you?

Here at ABSTRACT though, we encourage pure simplicity when it comes to judgement and decision making.

Before you freak out – I can categorically state that we still apply a robust system! A ridiculously simple system that assesses the correlation between risk and control which in turn forms the question to answer.

Once this is achieved (and it can sometimes take just a few minutes) then the decision flows naturally and indisputably.

I will admit, it takes a little time and determination to break all the age-old habits and create newfound fanatical discipline amongst ourselves and our colleagues to use this simple and unique system. However, once the operation rhythm and idiosyncratic language is established within your business, there is no going back!

Our Critical Thinking Programme

Decision making is the lifeblood of any successful business, serving as the driving force behind its growth and sustainability.

Through its engaging, personalised delivery, our Critical Thinking Programme guides staff through a journey of discovery into their judgement and decision making practices. Delegates will learn how to:

Understanding that character drives judgement.
Appreciate that judgement drives decisions.
Be confident that decisions drive business.
Use the brand-new ABSTRACT models well.
Become proficient with the new language.

If you want to know more about our methodology or would like references from some of the brilliant organisations who regularly use it, then please contact us at info@abstractuk.co.uk

Now, for those of you who are still reading this and have made no decision either way, remember this: Even the decision not to decide… is a decision!

Where Is Your Professional Gymnasium?

Tue, 01 Oct 2024 08:04:43 GMT

"What Is The Point of Maths?!"

Asked my youngest son whilst I was trying to help with some Maths homework...

We both stared at each other for a few seconds, it felt longer for me and my mind was totally blank!

Then I remembered something I’d read; “It is the gymnasium for the brain!” I told him.

We stared at each other for a few seconds more …I’m in trouble here… then he said, ”Aaaah, I get it!”. Phew!

We carried on and I re-acquainted myself with algebra and did my best to support him.
Of course, we all appreciate that maths ability is helpful, even essential in everyday life but my response in the moment resonated and worked.

We have lots of 'gyms' in life - If we wish to develop or improve then a good option is to use a gym.

As well as the traditional physical gymnasium, we have counsellors for love and life, we have therapists, we have Zumba classes, hypnosis, well-being, financial advice, language classes, university and the list goes on and on. For now, think of the process of personal improvement as using a 'gym', whatever form this takes.

Many of these gyms also have another human being – the expert or coach or facilitator.

Soft Skills = REAL SKILLS

In business we often refer to people possessing technical skills and soft skills in order to do their job.

Soft skills is a poor title and at ABSTRACT we prefer to refer to them as REAL SKILLS.

Real skills generally across industry are what makes the magic happen in order to do business with others!

These real skills are often concerned with relationships with others and there is an extensive plethora of real skills. For example; the ability to show emotional intelligence through to the ability to negotiate effectively. There may be a technical content to these skills though the mastery is in their execution.

The Professional Gymnasium

So, what is the 'gym' for the professional world?

Let’s consider Financial Services which is known for its complexity and fast-paced changes, thrives on trust, relationships, and a deep understanding of intricate concepts. In an era where online learning dominates, the financial services industry still greatly benefits from face-to-face training.

The training room is the 'gym'.

The power and richness of the face to face training room really hit home after we came out of lockdown in a way that we hadn’t appreciated before 2020.

Here are some of the benefits offered by face to face training:

1) Enhanced Engagement and Focus

Face-to-face training naturally promotes higher levels of engagement. Delegates are more focused and less distracted compared to online settings.

The interactive nature of in-person sessions encourages active participation, discussion, and immediate clarification of complex concepts.
This engagement is crucial in order to create behavioural change.

2) Real-Time Feedback and Clarification

Face-to-face training allows participants to ask questions and receive immediate responses, ensuring that they fully grasp the material.

Facilitators can adapt their methods on the spot, addressing any confusion and reinforcing key points to ensure thorough comprehension.

3) Building Professional Relationships

Networking is essential in financial services, and face-to-face training provides excellent opportunities for building professional connections.

Whether it's with peers, mentors, or industry leaders, these relationships can lead to collaborations, career growth, and a deeper understanding of industry standards and practices.

Such connections are often less likely to flourish in purely virtual settings.

4) The Power of Role-Playing

"Aaaargh", I hear you say! But why practice on your clients?

Role-playing simulates real-world scenarios, allowing participants to practice skills like client interactions, risk assessments, and decision-making in a controlled environment.

This hands-on approach helps bridge the gap between theory and practice, enabling trainees to refine their strategies and build confidence before facing real clients.

There are not enough 'gyms' in Financial Services. At ABSTRACT we are passionate about developing real skills and have blended the virtual world with the face to face world - though only once connection has been made by groups in a face to face gym environment.

If this blog has resonated, made you think or pricked a chord and you think your team or organisation needs an ABSTRACT gym then get in touch.

Learning and Development Insights: Planning For 2025

Thu, 12 Sep 2024 08:03:26 GMT

The Budget Season is upon us!

That time of year when many organisations set their revenue and cost plans for the year to come and identify opportunities to grow.

This includes Learning and Development budgets...

What are your business and people priorities for 2025 and can ABSTRACT help you address them?

If you are a Business Leader, People Director or Head of Learning & Development then now's a great time to plan your strategy for 2025.

Sixty-two percent of CEO’s selected GROWTH as their top business priority for 2024 / 2025 according to a survey by Gartner.

This is the highest level in ten years, since 2014, with the survey finding that CEOs are entertaining a growth mindset in their current environment. Workforce is the number three priority; pressures having eased slightly although pressing challenges persist.

Senior leaders were urged to explore options to boost GROWTH and to push their organisation to address talent challenges.
Attracting, retaining, and developing your people remains more important than ever.

Developing future leaders for succession is a perennial top priority for Human Resources.

Other top HR Priorities include:

Attracting top talent externally.
Supporting career growth internally.
Creating a more flexible and adaptable workforce.
Building new skills across the workforce.
Strengthening your risk management and decision making.
Enhancing the capability and impact of managers and leaders.
Increasing productivity and business performance.
Be an enabler for GROWTH.

If any of these resonate with you, here's how we can help...

Our Award-Winning Programmes For 2025

ABSTRACT have created a set of contemporary Learning and Development Programmes and an affordable Coaching proposition that will help you build a modern organisation fit for today's social objectives.

Our programmes and coaching will:

Improve your business through your people, harnessing their full potential.
Help your people to become the best version of themselves.
Embed behavioural change for permanent and effective improvement.
Create high performing teams.

Our award-winning learning programmes are structured around three core specialisms:

Business

Growth

Leadership

Essentials

Career

Management

Business Growth

With an ABSTRACT Performance Management Programme your people will discover how to create strategic objectives for their teams by implementing effective tactics, milestones and performance reviews, deploying respectful high challenge with high care.

Our Sales Improvement Programme will fuel business growth and drive a commercially focused culture amongst your teams.

Gaining new clients and better serving your existing ones is the aim of our Relationships In Business Programme.

Leadership Essentials

We can develop your leaders to perpetually grow their respective businesses and create an environment where everyone thrives and applies the Leadership Essentials.

We can improve equality, diversity & inclusion through ABSTRACT’s Cultural Competence Programme or drive sustainable results, using Modern Day Leadership, with our Inclusive Responsibility Programme.

Career Management

Our Career Management Programmes will help to grow and retain your personnel to become the best they can be whilst futureproofing your organisation.

AMBITION will develop the growth of your emerging talent, helping you to nurture and retain them, and can also be deployed to support the progression of your under-represented groups.

ACCELERATE is a well-established business career accelerator that has been successfully delivered to thousands of middle to senior leaders, mainly women, creating Self-Awareness, Self-Promotion and Self-Control and giving participants the tools and confidence to successfully navigate their career.

Finally, our You as a Manager Programme provides a foundational step on the Leadership Journey, building a framework for growth, providing the tools for excellence and supporting your managers to apply their skills in the modern world.

Grow a Successful Coaching Culture Within Your Organisation!

The Coaching Hub by ABSTRACT is designed to provide expert coaching for everyone - not just the most senior.

Our standardised, time bounded coaching solution is affordable and accessible for all mainstream personnel, offering unique flexibility through fully remote delivery.

Our experienced expert personal coaches will be perfectly matched to every Coachee, offering specialist assistance throughout their 16 Week coaching journey. The Coaching Hub can be delivered on a stand-alone basis or as part of an integrated programme across your wider team.

If not now, then when?

Now is the time to elevate your people - because talent and leadership are the core strength of your business.

Would you like to empower your people to become more effective and harness their full potential?

If so, we would love to consult with you and your team about how ABSTRACT can support your future plans.

Tackling Skills Gaps in Financial Services

Thu, 22 Aug 2024 13:18:02 GMT

The Financial Services sector continues to face challenges in recruiting and developing the next generation of talent.

Attracting, retaining, reskilling and evolving the workforce of the future is critical to a sector that employs nearly 2.5 million people in the UK and contributes £275 billion to its economy . It will also help to ensure that the UK and London maintain their place as a leading global financial centre.

The global financial crisis of 2007/8 was the most severe since The Great Depression and resulted in a major resourcing reset in banking and financial services. Since then, technology has also played an ever-advancing role in financial services delivery. In more recent years, the impact of the B-Word (Brexit) and C-Word (Covid) have contributed to some firms struggling to recruit the skilled people they need. Since 2022, a record year for labour shortages, the landscape has improved but remains challenging.

A recent article in IFA magazine titled ‘Making financial services sexy again’ described the gap between junior and management positions as “alarming” .

The average age of an independent financial adviser in the UK is reported to be 58 , with one in five advisers apparently planning to retire from the industry in the next five years.

"... the average age of an Independent Financial Adviser (IFA) in the UK is 58.

Even more worrying is the fact that one in five IFAs plan to retire from the industry in the next 5 years."

Source: theprivateoffice

As technology has advanced, relationship management skills have declined.

Relationship Management is one of the 13 Future Skills Gaps identified by The Financial Services Skills Commission (FSSC) , who exist to ensure the sector has the talent and skills it needs for the future. They say skills gaps in financial services are impacting negatively on productivity, growth and competitiveness.

ABSTRACT has identified improving Relationship Skills as a number one priority within the 13 skills gaps.

"Skills gaps in financial services are impacting on productivity, growth and competitiveness.

Skills gaps have been growing and, if left unchecked, will limit our ability to innovate, grow and serve our customers."

Source: financialservicesskills.org

In Ireland, employment in international financial services grew by 60% from 2014 to 2022 and is forecast to continue to grow.

An assessment of future skills requirements published by the Irish Government in May also identified skills gaps in “Human Experience skills”, such as Emotional Intelligence, influencing, collaboration and teamwork, as well as leadership skills.

"...we need to ensure that not only do we have enough skilled workers to meet the needs of the sector, but also that there are skills, qualifications, education and training programmes in place to ensure that we have a pipeline of talent that can allow the sector to thrive not only now, but into the future."

Source: Neale Richmond TD, enterprise.gov.ie

Greater collaboration between governments, education (including learning suppliers) and industry leaders will provide opportunities for the finance sector to close skills gaps.

For example, a new flagship skills policy has been launched as Skills England. The health of the economy and the financial performance of firms also significantly impact on learning and development budgets and the appetite of organisations to invest in their people beyond mandatory technical and regulatory training. However, firms must do so if they are to thrive and remain competitive in the future.

Acting to Close The Skills Gap

If you are a Business Leader, People Director or Learning & Development professional, ask yourself;

What are the skills gaps that will inhibit your plans and how will you fill them?

ABSTRACT can help you to do this. We are focused on the financial and professional services sectors in the UK, Ireland and globally.

We improve skills and behaviours, managerial and leadership capability and accelerate the talent of the future.

Our learning and development programmes and expert coaching focus on three specific areas of expertise:

Business

Growth

Leadership

Essentials

Career

Management

For example, our Business Growth programmes will help participants to develop relationships in business, whether its gaining new clients or better serving existing ones and improve performance by driving a commercially focused culture.

Our Career Management programmes offer a framework for those with ambition to accelerate their progress from junior to senior roles, providing the essential skills and tools to manage and lead people.

Why AI Won't Replace An Expert Coach Anytime Soon

Tue, 30 Jul 2024 09:05:18 GMT

Human coaching and Artificial Intelligence (AI) coaching represent two distinct approaches to personal and professional development, each with unique advantages and limitations.

Human Coaching is characterised by personalised, empathetic interactions that can adapt to the nuances of individual experiences.

A human coach brings emotional intelligence, the ability to understand complex emotional states, and the capacity to build deep, trust-based relationships. These qualities allow human coaches to provide tailored feedback, intuitive insights, and motivational support that is difficult to replicate with technology.

Furthermore, human coaches can navigate ambiguous situations and ethical considerations with a level of discernment and sensitivity that AI currently lacks.

The richness of human interaction, the ability to share personal anecdotes, and the potential for dynamic, real-time adaptation to a coachee’s evolving needs are significant advantages of human coaching.

AI Coaching leverages advanced algorithms, data analytics, and machine learning to provide coaching at scale.

It offers several advantages, including accessibility, consistency, and the ability to process and analyse vast amounts of data quickly. AI coaches can provide immediate feedback and are available 24/7, making them a convenient option for individuals with tight schedules.

Additionally, AI can identify patterns and trends in a coachee’s behaviour or performance that might be overlooked by a human coach, providing data-driven insights that can enhance decision-making and goal-setting.

While AI Coaching excels in scalability, consistency and data-driven insights, it lacks the emotional depth, intuition and ethical judgment inherent in Human Coaching.

On the other hand, Human Coaching, with its personalised and empathetic approach, can address the emotional and psychological aspects of coaching more effectively but maybe limited by availability and cost.

The main difference is that humans can bring Emotional Intelligence into the mix; Artificial Intelligence cannot.

Maybe Emotional Intelligence becomes Human Intelligence and the question should be;

“Is HI more effective in coaching than AI?”

Unlocking The Power of H.I. Through Coaching

ABSTRACT believe that Coaching must be available for professionals at all levels of business - not just an executive elite!

That's why we've developed The Coaching Hub - a standardised, time-bounded coaching solution that is affordable and accessible for all mainstream personnel, and can be completed fully remotely within just 16 weeks!

Our evaluative allocation process perfectly matches an ABSTRACT accredited Coach to every Coachee; ensuring they bring a wealth of experience, knowledge and human intelligence to coaching delegates.

Things Can Only Get Better

Tue, 09 Jul 2024 09:50:06 GMT

Why the UK election is an unmissable opportunity for the Financial Sector to close the skills gap.

This isn’t a party political broadcast but, as D:Ream famously sung in the nineties, “Things Can Only Get Better”.

According to the UK’s Chartered Management Institute , the recent UK election offers a chance to fix what they call our broken skills system.

The CMI say:

“The incoming government has committed to a national skills strategy that presents a once-in-a-generation opportunity for a true reset"

This is an opportunity for the devolved UK governments to address the skills gap too, in partnership with business.

Business commentators point to chronic levels of under-investment in skills due to uncertainty, short-termism and business behaviour.

Uncertainty deters investment and we sometimes see this at ABSTRACT through client discussions and learning & development tenders.

An article published by Wonkhe , a website for higher education debate, says:

"The problem is fundamentally about skills demanded by employers, both in quantity (too little), and levels (too few higher-level skills)."

Other factors cited include a lack of ambition by organisations and evidence of a low quality of UK management versus international standards.

We need political and business leaders who have the will and the vision to set long-term plans and stick with them. We also need innovative learning and development providers, like ABSTRACT, to provide modern solutions that are specifically tailored to business needs.

The Financial Services Skills Commission (FSSC) , who exist to ensure the sector has the talent and skills it needs for the future, has identified that skills gaps in financial services are impacting negatively on productivity, growth and competitiveness.

The sector has one of the largest skills gap of any UK sector, with a much greater number of roles becoming more highly skilled in the past 20 years.
The FSSC have identified an increased demand for coaching, relationship management skills, adaptability and creative thinking, among others.

How Can ABSTRACT Help?

There are a number of factors impacting skills, including education, investment and the pace of technology advances.

As a learning and development company, ABSTRACT are focused on the provision of skills based training and development for our clients, mainly in financial and professional services.

We help organisations thrive by:

Embedding Leadership and Management essentials.
Addressing gaps in relationship management capability.
Improving critical thinking, judgement and decision making skills.
Increased use of expert coaching for all levels, not just for the executive.
Delivering structured career management development programmes that help future leaders and managers to achieve their full potential – and for organisations to retain their top talent.

Improving productivity will be on the ‘to do’ list of the incoming government, although this challenge is not unique to the United Kingdom.

ABSTRACT will continue to contribute through our learning and development programmes , as we work with clients globally to address their skills gaps and improve business through people.

And, as they say at the end of some broadcasts, if you are affected by any of the issues raised by this programme then get in touch with us:

Forget ED&I Tickboxes

Wed, 05 Jun 2024 10:20:20 GMT

It's time for Leaders to take Inclusive Responsibility!

I constantly see and hear the term ‘Inclusive Leadership’ appearing on agendas and being discussed at meetings as an additional item to the mainstream functions for the leaders and management of many businesses.

Honestly, I think the point may have been wildly missed!

An Ever-Evolving Approach

Firstly , leadership has and will always be a critical ingredient when it comes to running any size of business or organisation.

Therefore, it is vitally important that we continue to develop and evolve our offering in modern times.

For Example:

Outdated Approach

An organisation might put all its leaders through a one-off ‘Inclusive Leadership’ event and believe the job to be done!

New Approach

An organisation might, through continuous learning, regularly teach and update leaders on how to take 'Inclusive Responsibility' as a crucial part of their day-to-day role.

Second , being and acting inclusively as a leader is an integral requisite to carry out everyday duties and drive sustainable results.

Thus, it is consistently demonstrating ‘Inclusive Responsibility’ as a leader that really matters.

Demonstrating Inclusive Responsibility

Three Tips for Leaders:

1. Regularly promote a visible commitment to your inclusive brand identity.

You must consistently be inclusive to think inclusive, and vice-versa.

2. Ensure you deliver equity as a line manager and role model.

Practice fairness and justice for all and consciously adjust imbalances.

3. Be mindful of your leadership performance as a recognised culture carrier.

Take time to reflect, as the more we are aware, the more we can control.

Holding Inclusive Responsibility

So, we should now view all leadership at every level throughout big and small organisations as simply holding Inclusive Responsibility.

Rather than it being an addition or afterthought for most leaders forming part of their learning and development plans.

Failure to accept and regularly connect with inclusive responsibility, denotes you are not a modern-day leader , and your business may one day in the not-too-distant future, run out of the critical human capital required to keep it going.

Our Inclusive Responsibility Programme

Here at ABSTRACT, we have been busy working on simplifying the terminology ‘Inclusive Responsibility’ to demonstrate where the inclusive gaps are within any organisation, by assessing the multi-generations at work and how they could or would likely be impacted in the very near future.

Our 90-minute virtual workshop will cleverly navigate you and your peers through the mythical inclusive maze and leave you with a very clear plan to begin filling in the gaps with extreme ease. This workshop is also available as a half day face-to-face event.

Improving Productivity In Business

Tue, 21 May 2024 10:57:45 GMT

Improving productivity is a perennial challenge for businesses and their leaders.

But doing so requires meaningful investment in skills and human capital.

Put simply, productivity is the state or quality of being productive.

As learning and development specialists who improve business through people , we are seeing improving productivity as a critical focus for our clients right now.

At a big picture level, the UK has been experiencing significantly slower productivity growth than comparable countries over the decade and a half since the global financial crisis. How this can be fixed is sure to be a topic of debate for the upcoming UK election.

Creating Human Capital

There are many complex and contributory factors that result in a lack of productivity in business, but in our experience underinvestment in training and the development of skills – or the creation of human capital, is a critical cause.

Human capital is the economic value of employees’ abilities and skills. Organisations can enhance their human capital through recruitment or investment in training, as well as by implementing management tools and techniques that optimise the productivity of their people. The structured sharing of best practices can also be very valuable.

The Chartered Management Institute (CMI) reported recently , in partnership with YouGov, that almost a third of managers (30%) have done nothing to develop their management and leadership skills in the last three years. Maintaining and improving the value of your human capital is the responsibility of all leaders.

However, people heads and HR leads may feel this responsibility most acutely, along with sales and distribution leaders.

An article in The New Statesman , in association with the CMI, suggests that one of the key ingredients of higher productivity is high-quality management and that “strong cultures of improvement and long-term focus also drive improved management performance” .

Improving productivity takes consistent nurturing and a genuine commitment to developing your people.

Targeted external intervention can support this and provide the necessary stimulus.

The consequences of choosing NOT to invest in your people may include:

Low employee engagement, capability, and competence.
Poor attraction of new talent.
Losing your most talented people and future leaders.
Low productivity.
A failure to achieve your goals and maximise your business potential.

As our MD and Founder, David Nikolich, says...

"If you choose to continually invest in your human capital, then you cannot fail…

However, you can only fail to continually invest in your human capital!"

Improving Your Productivity: ABSTRACT's Approach

“Productivity is never an accident.
It is always the result of a commitment to excellence, intelligent planning, and focused effort.”

Paul J. Meyer.

Businesses have been, and continue to be, impacted by numerous external economic factors. Global events such as geopolitical conflicts, volatile markets, and the consequences of a worldwide pandemic have tested leadership, business performance, and financial resources in unprecedented ways.

In response to these universal challenges, ABSTRACT have developed tried and tested highly effective performance improvement programmes, aimed at assisting businesses to address their performance and productivity problems proactively.

Our programmes help leaders, particularly those in financial and professional services:

Develop high-performing teams.
Drive a more commercial culture.
Win more clients, and retain them.

We aim to create inclusive leaders, who are strong and considerate master decision makers.

Are you ready to maximise the full potential of your people? Click below to learn more.

Gender Pay Gap Reporting: Are We There Yet?

Wed, 24 Apr 2024 09:21:18 GMT

What do recent Pay Gap headlines and reported figures say about the current state of equality and equity in the workplace?

It’s that time of year again when the business world reflects on the progress (or lack thereof) of equality in business.

Recent coverage of International Women’s Day, company year-end reporting, Women in Leadership figures, and UK Gender Pay Gap statistics can all lead to some conflicting narratives and get us questioning;

"Are we making progress on the Gender Pay Gap, or not?"

To better understand the lessons that can be learned from newly available data, here’s ABSTRACT’s take on some of the biggest stories to emerge in recent weeks:

“The big question: WHY is the gender pay gap not reducing quickly enough?

Firstly, I think we need to consider this question:

“WHY reduce the gender pay gap at all?”

If Leaders can not or will not effectively engage with and answer this in relation to their own organisation, then you understand why the gender pay gap is not reducing quickly enough.

So, for me, it’s all about senior leaders connecting with the WHY , that drives the appetite and motivation for social and business change.

There is that old adage that says ‘you can lead a horse to water but you can’t make it drink’ . Well, you probably can if you give it a giant salt tablet!

Leaders, please take your tablets as prescribed.”

David Nikolich

Managing Director

“Backlash is a B****!

In a spine-chilling revelation the latest data from a global study by Ipsos in collaboration with the Global Institute for Women’s Leadership at King’s College London has sent shockwaves across Great Britain.

Brace yourselves for the grim truth: nearly one in two Britons (47%) now believe that when it comes to women's rights, we've reached the pinnacle.

But wait, it gets worse…

This alarming statistic marks a significant shift in attitude.

Cast your mind back to 2019, when only 29% felt this way .

The nightmare of equality, diversity and inclusion complacency and backlash looms as progress starts to fade. Financial services lead the way in gender parity efforts, but the battle is clearly far from won.

You are asked not to forget the hard-won ground gained and to continue the fight for equality, diversity, and inclusion.”

Sue Liburd

Non-Executive Director

"I often talk about the many lessons Business can learn from Sport – in this case, the increased exposure of Women’s Sport in recent years should an inspiring lesson on the progress that can (and MUST), be made in the Business world.

The Women’s Six Nations Rugby for example, which is currently taking place, has been breaking its own records for viewership and attendance year upon year. Young girls can see their idols playing in a tournament that attracted almost 50,000 fans to Twickenham last weekend (20th April 2024).

If you can see it, you can be it!

Salaries are also increasing all the time in Women’s Sport, with big occasions helping to increase the exposure of the sport and create global personalities and brands.

I recognise that, in Business, there is not always a ‘big event’ to focus the attention like the Women’s Six Nations…

However, Businesses must try and ensure that the right conversations are taking place and that gender should never be a factor when it comes to what someone gets paid. There is still some distance to go on that journey… "

Andy Nicol

Chief Executive Officer

" In a recent Guardian article , the general secretary of the Trades Union Congress, Paul Nowak, said:

'Working women deserve equal pay but the gender pay gap is still a huge issue.

At current rates of progress, it will take more than 20 years to bring men and women’s pay into line. That is not right!'

Despite having the Equal Pay Act 1970 in existence for 54 years, the travesty is that women over 40 will not benefit from equal pay at this pace of change as they will have retired by then.

Our research suggests it is not just pay that is the problem, it is the lack of flexible working in well-paid, high-quality jobs.

The Equal Pay Day report found that women were forced to put up with less fair and less equal working arrangements in exchange for the flexibility required to balance their caring responsibilities. Meaning that fewer women compared to men felt able to compete for these more senior roles.

If you are reading this and you agree, then please bridge the gap between intention and action, don’t be an ally, be an active ally and raise your concern and influence change in your organisation."

Mark Fryer

Chief Client Officer

Closing The Gender Pay Gap - How Can ABSTRACT Help?

Will 2024 Be a Tough Year for The Financial Services Sector?

Mon, 11 Mar 2024 10:44:06 GMT

2023 was supposed to be the year th at business moved on from the pandemic...

It was all meant to be behind us, with everyone looking forward with renewed optimism and a return to where we were pre-2020, and for some this was the case - Big Tech just got bigger!

But for many sectors, 2023 proved to be a struggle, with challenges still present from the pandemic and many companies still wrestling with the hybrid working dilemma. Financial Services were very much in this camp, unable to resolve a number of key cultural challenges:

"Do we allow staff to continue to work from home?"

"How many days in the office is optimum?"

"Is productivity as good as it was?"

Many Financial Service leaders were asking these questions, but here’s the kicker; everyone had a different answer!

There was no agreed consensus, just arguments that three days in the office is best or that everyone must work a Monday or a Friday every second week etc.

Myself and ABSTRACT don’t expect this uncertainty to change as we head further into 2024; and here’s why...

Challenges The Financial Sector Faces in 2024

Global Economic Outlook:

Economic conditions and geopolitical events can (and will) continue to influence financial markets and investor sentiment.

Factors such as economic growth, inflation, interest rates, trade tensions and geopolitical conflicts will continue to shape the investment landscape and impact asset prices.

Add to this the additional uncertainty caused by elections on the cards in the UK and USA this year, with a full change in Government highly probable in both cases.

Technological Innovation:

The Financial Sector will likely continue to be shaped by advancements in technology including the rise of fintech companies, blockchain technology, AI and digital currencies. The World Economic Forum , for example, expects that 10% of global GDP could be tokenized and stored on the blockchain by 2027 !

These innovations have the potential to disrupt traditional banking and investment practices, leading to changes in how Financial Services are delivered and consumed across the world.

Sustainable Finance:

There is a growing emphasis on environmental, social and governance (ESG) factors in investment decision-making.

Investors are increasingly integrating ESG criteria into their portfolios and demanding greater transparency and accountability from companies. This trend is expected to continue as stakeholders place greater importance on sustainability and responsible investing.

With this backdrop, it could be a tough year in Financial Services, meaning people need to work smarter not harder.

Every pound or dollar will need to be invested carefully and ensure that there is a suitable return on that investment. This is a tough environment for Learning and Development to operate within. Mandatory training will continue of course because it is mandatory.

Decisions will need to be made by companies concerning how much they invest in the development of their staff, given the macro-economic conditions they find themselves in.

It is important to note that this aspect of development comes from discretionary spend budgets; it is not regulatory training , and with this spend already having diminished in 2023, it will take brave decisions from truly pioneering leadership to increase personal investment for their people this year.

ABSTRACT's O pinion

Building a successful ‘People Strategy’ in 2024, fully understanding and appraising the likely return-on-investment is key.

“If I spend £100k on a training budget, what positive effect will that have on my business?”

This is a question ABSTRACT will be able to answer, through our distinguished track record as the learning partners to leading global FTSE 100 companies.

ABSTRACT Shortlisted For 2024 British HR Awards

Mon, 26 Feb 2024 16:41:13 GMT

In recognition of our work as Learning and Development consultants.

ABSTRACT are thrilled to announce that we’ve been named a Finalist in the British HR Awards 2024, in the categories of Consultancy of the Year and SME of the Year.

The British HR Awards 2024 set out to discover and celebrate the organisations and individuals that are truly passionate about delivering a world-class people experience.

This year, over 300 entries were received from organisations across the UK. Firms taking part range from start-up innovators to public sector heroes, tech superstars, global titans and everything in between. From such a large and prestigious group of entrees, Team ABSTRACT are incredibly proud and honoured to be named a Finalist.

In response to our award nomination, Andy Nicol, CEO at ABSTRACT said;

Reflecting on this year's entries, Nate Harwood, Founder of New Possible and British HR Awards judge said:

The British HR Awards is powered by New Possible, a next-generation employee insight platform .

New Possible helps leaders build healthier organisations by providing meaningful insight that can drive real change.

Winners will be announced at an event in London on the 16 ^th April 2024.

Understanding The Importance of ESG

Wed, 14 Feb 2024 16:48:42 GMT

In the future, Sustainable Investing will be the norm, there will be no alternative... however, the journey to get there is proving turbulent!

“At its core, ESG is a quest for something increasingly crucial in the battle to improve capitalism and to mitigate climate change: making firms and their owners accountable for their negative externalities, or the impact of production or consumption of their products on third parties, such as the atmosphere”

Source: Economist July 2022

But what's the alternative?

The ESG rating industry needs to learn, progress, develop and collaborate – which is hard to do with your competitors.

A study of six of the significant ESG rating agencies discovered there were:

Over 700 indicators.
Across 64 categories.
AND, only 10 of these categories were common to all 6 agencies.

Like a Woolworths pick & mix to suit your corporate objectives.

Notwithstanding the above, my opinion is ESG does play an important role.

Championing ESG

In 2006, I watched the documentary “An Inconvenient Truth” by Al Gore, intended to educate people about global warming.

I feel embarrassed today, as at the time I did not believe the documentary because it was…well...inconceivable that this could happen to our world. There is now a general acceptance that unless we reverse the carbon producing impact of the past 50 years humankind is in trouble.

Socially, when it comes to race, gender, ability and pay, the corporate world is still an unjust place. The corporate world proves again and again that it cannot be trusted to hold itself to account – something we’ve all seen with Mr Bates v The Post Office and the surrounding public furor.

All of this is why, for the foreseeable future, myself and ABSTRACT will remain champions of ESG, despite its shortcomings. Although progress clearly needs to continue to be made by the ratings industry I encourage you, reader, to be an active ally.

Here are three actions you can take today within the corporate world:

1 – Be curious.

2 – Share knowledge.

3 – Understand your own companies' ESG status.

Promoting Sustainable Investments: An ABSTRACT Guide

Could you or your team benefit from learning how to lead competent conversations around Sustainability?

Why The Business World Needs Pioneering Leaders

Thu, 25 Jan 2024 09:41:36 GMT

A New Paradigm In Turbulent Times...

In an era marked by a pressing climate crisis, where reverberations and ripples of numerous wars and conflicts are being felt around the world, and there are profound shifts in social values transforming the very fabric of how we live and work; a new paradigm of management, leadership and organisational architecture is emerging.

The traditional hierarchical model of leadership and management finds itself under growing scrutiny and challenge.

Attributes once highly valued, such as:

An exclusive focus on earnings.
A demand for immediate results.
The exercise of rigid authority and control.
A fiercely competitive mindset.

Are undergoing transformation. In the realm of high-performing teams, a paradigm shift is evident.

Defining Pioneering Leadership

Pioneering leadership is focusing on reshaping the essence of work and in cultivating cultures that embrace openness, collaboration, and adaptability.

Leaders are focusing on value creation, going beyond traditional metrics to include the development of positive organisational culture, employee engagement, innovation, and the establishment of strong ethical foundations.

Leaders are empowering individuals by unlocking their passion, capabilities and focusing their energy and efforts on delivering sustainable and inclusive growth. Reshaped organisational architectures reduces siloed departmental working and features collaborative networks, self-managing teams that operate in agile cycles with a deep focus on delivering value to their stakeholders.

Recognising & Embracing Diversity

Astute leaders now acknowledge that true leadership resides within the collective and diversity of team.

Their role is moving from the current norm to an evolved facilitative and enabling position.

The act of bringing diverse groups of people together does not automatically lead to team or departmental performance, it requires a specific type of leadership.

In this new paradigm of leadership emphasis lies in setting bold intentions, and coaching or mentoring individuals to collaborate, work, and learn together seamlessly to deliver impact and create value. In the contemporary business landscape, leaders are being called upon to transcend their traditional professional personas and authentically embrace their humanity.

Presenting not just as a completely formed professional but as a complete and genuine individual who has hopes, fears, anxieties and who is open to learning and developing their leadership capabilities.

Advice For Leaders in 2024 & Beyond

The emergent journey of leadership sees contemporary leaders of high-performance becoming enablers and value creators.

I invite you to:

Become intolerant of mediocrity.
Be more inclusive, adaptive, authentic, continuous in your learning and a visionary for your diverse and inclusive teams.
Foster environments where everyone feels motivated, empowered, and aligned with the organisation’s mission, values, and goals.

In so doing you will unlock reservoirs of new value for your people, clients, investors, and other key stakeholders.

How a Professional Coach Can Transform Your Career in 2024

Tue, 16 Jan 2024 12:00:54 GMT

Choose An Affordable and Effective Approach to Coaching

As the new year gets under way, we reset our individual/collective targets and objectives for the 12 months ahead, and brace ourselves for another round of business challenges and strong headwinds to come.

This of course means that, at certain stages of the year, we may be winning comfortably or find ourselves somewhat behind the curve. Regardless of where we are situationally at any one time, we all need some element of support.

We often look for this in a loose form of coaching from our line management or peer group.

But what if you could intermittently tap into an assigned, accredited, and purposeful coach?

An independent coach can help you:

Identify and discover the root cause of your problems to solve.
Process what’s going on and why things are occurring the way they are.
Reduce stress by making the complex simple and creating perspective.
Find brilliant solutions far greater than you could on your own.
Retrain and reset your habitual behaviours for the benefit of all.

Overall, a coach can improve your mindset and accelerate your performance results in a very short space of time, forming a positive ripple effect right across the business.

The feedback speaks for itself:

Hear directly from Coachees as they share how a 16 week Coaching Hub programme has positively impacted their careers, through challenging and supportive input received from an independent Coach.

"Whoever matched us is a genius. My coach's approach was exactly what I needed...

...I found myself really reflecting and I now use many of the tools she shared with me and my team to handle situations."

"My coach seemed to get to the heart of what was on my mind really quickly...

... I've adopted some of the things we talked about already and it's helping me run my team...

...A great experience, really invaluable to talk about the role with someone outside of the business."

"The coaching sessions were a chance to stand back from the day job and properly assess some areas of concern in my business...

...My coach helped me to see that the course of action I was taking was the right one for me and my team, but she also helped me frame the actions."

Our Mission: To Democratise Coaching

ABSTRACT believe that Coaching shouldn't just be the preserve of an executive elite. To make a real impact, it needs to be affordable, effective and accessible for ALL levels within business!

That's why we developed The Coaching Hub; a standardised, time bounded coaching solution available for all mainstream personnel, offering unique flexibility through fully remote delivery.

To find out how this can help you and your business in 2024, click either of the links below to start a conversation with ABSTRACT!

Advisers Asked To Step Up Sustainable Investing

Tue, 12 Dec 2023 10:28:57 GMT

Understanding and promoting ESG and Sustainability will be crucial in 2024.

The FCA (Financial Conduct Authority) have warned advisers that they will need to step up on sustainable investing, with details on future plans to be published in the coming months, according to an article in FT Adviser .

At ABSTRACT we think this is a competitive advantage, irrespective of whether the Regulator imposes the guidance - firms can steal a march on their competitors.

Simply put; if you are not engaging in conversation with your clients and prospective clients on Sustainable Investing now, then others certainly will do.

The FCA also expect fund managers to assess how they are meeting rules and guidance in relation to their ESG and sustainable investment funds. The FCA regulate the conduct of nearly 50,000 businesses in the UK and aim to support a healthy and successful financial system, where firms can thrive and consumers can place their trust in transparent and open markets.

The UK Regulator has recently tested how investment managers are embedding ESG (Environmental, Social and Governance) and sustainable investment funds.

Disclosures should be easily available to investors, according to the FCA , and firms should help consumers to make investment decisions. However, amongst other findings, the UK regulator found that ESG and sustainability information was often not explained or put into context and information was not always presented coherently and accessibly to consumers.

The importance of the ESG agenda continues to grow, with new regulatory requirements and pressure from investors, boards of directors, and a range of stakeholders, from current and prospective employees to consumers. ESG is now a market differentiator for employees, customers, and investors. Investors are increasingly applying these non-financial factors as part of their analysis to identify material risks and growth opportunities.

More widely, the focus on ESG has expanded, with some companies including aspects such as organisational culture, talent management, learning and development, pay equity and transparency, and often equality, diversity & inclusion under this banner. This trend is helpful only if companies are genuinely taking action to close the gap between their good intention and desired outcomes.

A recent BBC article offers the view that ESG has come to mean everything and nothing!

It says;

"ESG was supposed to be a clear way for companies to explain their business decisions around environmental, social and governance considerations. How did the term go off the rails?"

How can ABSTRACT help?

Here are some delegate feedback comments from one of our most recent training sessions:

"Best ESG course & materials so far!"

"A really good balance of content and interaction."

"Really well delivered, honestly the best training I have attended since joining."

Further Information

FT Adviser: FCA to Publish ESG Plans for advisers in coming months:

https://www.ftadviser.com/ftadviser-focus/2023/10/03/fca-to-publish-esg-plans-for-advisers-in-coming-months/

FCA: Testing how Authorised Fund Managers are embedding the Guiding Principles in ESG and sustainable investment funds:

https://www.fca.org.uk/publications/multi-firm-reviews/testing-how-authorised-fund-managers-are-embedding-guiding-principles-esg-and-sustainable-investment

BBC: How 'ESG' came to mean everything and nothing:

https://www.bbc.com/worklife/article/20231114-how-esg-came-to-mean-everything-and-nothing

How Deep is Your Managerial Permafrost?

Thu, 30 Nov 2023 11:37:53 GMT

How long does it take for decisions to make it through the freeze?

Please don’t think this is a derogatory statement about managers because it isn’t.

Having spent more than 30 years in business, I have built up an enormous respect for the important work managers do in the corporate world.

However, managers are often viewed from above and below as a collective layered population that exist largely to maintain control and ensure respective, operational delivery.

By using the Permafrost metaphor , we can see how managers have sometimes inadvertently found themselves likened to a thick subsurface layer of the business that can unwittingly enable or prevent the flow of communications that pass through their command.

Commands that were originally designed by Senior Leaders or the Executive to permeate, and drive performance through change to the end users.

If I have learned anything about human behaviour in business, it’s this;

People don’t usually do things because they are Stupid, it’s because they are Smart…

It is often the culture, systems or processes that are Stupid.

Therefore, the Smart managers work this to their advantage and as an unintended consequence, instead of implementing the constant series of desired changes, end up maintaining the status quo, creating a type of permafrost barrier amongst the chain of command.

So, What's The Solution?

Empowering your middle management through consistent engagement with the corporate WHY and regular designated personal contribution to forming the HOW and WHAT .

As the saying goes;

"What people help build, they will not destroy!"

When most people hear the words Cultural Transformation , they immediately think of an insurmountable challenge over many years that they would rather not have to endure.

The reality is nearly always quite different. Most of the time Cultures just need a bit of a massage around the middle manager region… desolving that subsurface layer of permafrost.

Are you ready to transform the Culture of your organisation? Click the links below to learn more .

Regulators Boost Diversity and Inclusion In Financial Services

Mon, 20 Nov 2023 09:02:43 GMT

UK Financial services regulators propose measures to boost diversity and inclusion in the financial sector.

In the UK, the FCA (Financial Conduct Authority) and PRA (Prudential Regulation Authority) are currently consulting on proposals to introduce a new regulatory framework in the financial sector, to boost diversity and inclusion , support healthy work cultures , reduce groupthink , and unlock talent.

The Press Release by the FCA states;

“increased diversity and inclusion in regulated financial services firms can deliver better internal governance, decision making and risk management”.

This work has considered evidence that a lack of appropriate challenge and groupthink on boards has been a shortcoming contributing to serious problems at firms. Research has proven that a diverse team working in an inclusive environment generates the best results, creates the strongest company culture and brand, increasing talent retention and attraction.

Under these proposals, all firms above 250 employees will be required not only to have a policy, as current, but to have ‘firm wide D&I strategies'.

The FCA says;

“Each firm is different, and they need to come up with their own solutions. Most of these requirements, including setting targets, regulatory reporting, and disclosure, would only apply only to the largest firms”.

The regulator continues to challenge leadership and management capability, and the role and capability of leaders in developing and sustaining healthy cultures.

We encourage regulated firms to engage and respond to the FCA Consultation Paper , by the deadline of 18th December 2023.

We also encourage firms to proactively engage with this topic and develop the human skills of your leaders to create modern day workplaces where your people can thrive and to genuinely close the gap between good intent and positive outcomes.

How can ABSTRACT help your firm with your plans and solutions?

At ABSTRACT we believe that learning and development should support cultural advancement and development to change behaviours and embed cultural change. We deliver this through compelling content that is interesting with practical application. We are here to help.

ABSTRACT work with leading brands, including major financial services organisations.

As a result of our work, we have recently been shortlisted for the 2023 Inclusive Awards in the Consultancy of the Year category.

Our award-winning learning and development programmes help our clients to:

Boost their equality, diversity, and inclusion development.
Transform cultural development and sustainability through business transformation.
Improve the cultural competence of their managers and leaders, creating an environment of conscious inclusion, enhanced participation and active allyship.
Develop inclusive leaders and managers who are strong and considerate and who inspire, motivate, and demonstrate the right behaviours to drive their team’s performance and results in a modern, diverse, and inclusive workplace.
Unlock talent by delivering career management development and expert coaching, giving their people the tools, ambition, and inspiration to accelerate their careers.

Get in touch with us for more details of how ABSTRACT can help with your plans.

Further Information

FCA: Diversity inclusion in the financial sector working together to drive change.

https://www.fca.org.uk/publications/consultation-papers/cp23-20-diversity-inclusion-financial-sector-working-together-drive-change

https://www.fca.org.uk/events/diversity-and-inclusion-financial-sector-working-together-drive-change

FCA: Culture and Governance: leadership capabilities

https://www.fca.org.uk/culture-and-governance/leadership-capabilities

ABSTRACT: Blowing The Whistle on Company Culture

https://www.abstractuk.co.uk/whistleblowing-company-culture

ABSTRACT: Our Programmes

https://www.abstractuk.co.uk/our-programmes#INCLUSIVELEADERSHIP

ABSTRACT Shortlisted For 2023 Inclusive Awards

Mon, 30 Oct 2023 12:11:39 GMT

In recognition of our work championing diversity and inclusion in business.

ABSTRACT are incredibly proud to have been shortlisted for the 2023 Inclusive Awards in the Consultancy of the Year category!

One of the UK's most anticipated diversity awards celebrations has announced its shortlist for the 2023 ceremony. Now in its ninth year, the Inclusive Awards rewards organisations and individuals who have excelled in their commitment to equality, diversity, and inclusion.

This year, on 5 ^th December at The Hurlingham Club in London, the Inclusive Awards will once again celebrate those individuals and organisations who work tirelessly to remove barriers and put diversity at the very heart of everything they do.

Following our 2023 award nomination, Andy Nicol, CEO at ABSTRACT shared;

Paul Sesay, CEO of Inclusive Companies, and founder of the Inclusive Awards says:

The 2023 shortlist across all categories can be found here: https://inclusiveawards.com/2023shortlist/

The finalists were chosen by a panel of judges who sought individuals and organisations who could demonstrate they have achieved true diversity, inclusion, equality and equity in their workplace or community.

Get in touch with us for more details of how ABSTRACT can help with equality, diversity, and inclusion development, for example through our Inclusive Leadership, Career Management and Cultural Competence Programmes.

What Lies Ahead for Equality, Diversity, and Inclusion?

Mon, 23 Oct 2023 13:50:37 GMT

Sue Liburd considers what the future of ED&I may look like, and where business leaders will need to focus their investment and efforts.

Policy makers and business leaders have dedicated considerable efforts to tackle and rectify organisational and social inequality experienced by minority groups.

Over the years they have introduced a wide range of diversity management initiatives, with mixed results.

This global push to enhance organisational diversity and harness its potential has been guided by research evidence and shared best practice.

For example; research consistently demonstrates organisations benefit from improved financial and leadership decision-making when women occupy more senior leadership positions.

A MckInsey Global Institute study in 2015, reported that 12 trillion US dollars could be added to global GDP growth by 2025 by advancing women’s equality and closing gender pay gaps, and yet gaps persist.

Nevertheless, despite examples of significant success, equality, diversity, and inclusion (ED&I) persists as a contemporary unsolved leadership challenge; something that our own ACCELERATE Programme has been pushing to change for the last decade.

As the global disruption and devastation caused by the COVID-19 pandemic which claimed over five-million lives and severely wounded economies recedes, and a new world order emerges, leadership has never been more important.

Whilst I cannot predict the future with certainty for ED&I, I can provide some thinking on its potential direction and share my aspirations:

1. ED&I Grows Beyond ESG

ED&I, which is shaped by societal changes, evolving perspectives, and collective concerted efforts will remain on the leadership agenda. Attempts to subsume or minimise its level of attention and prioritisation by its inclusion within Environmental Social Governance (ESG) frameworks will ultimately fail. ED&I is a complex issue that requires focused and specialised attention.

ESG frameworks tend to be compliance-based risk management approaches and issues of diversity require a more transformational, culture change approach. ED&I affects all aspects of business operations as it intersects with talent management, customer services and relationships, innovation as well as core business functions.

ED&I is about people not just those with protected characteristics or in underrepresented groups and ‘people’ are the responsibility of leaders.

Leaders are in the people business; they achieve their results through people.

2. Recognising Intersectionality

The future is likely to see a better understanding and integration of intersectionality with inclusivity. Recognising that individuals are intersectional, ie, unique and can experience multiple forms of discrimination simultaneously, has been game changing in ED&I.

Utilising this understanding, means leaders will be better informed when shaping policies and strategies. Subsequently moving away from cookie cutter policy making to a more nuanced approach to talent management and the promotion of equality and inclusion.

3. The Impact Of Social Movements

Organisations will become more sensitive to the needs of their clients, service users, investors, and advocacy groups. Stakeholders no longer blindly believe what organisations tell them and loyalty as a commodity is diminishing. Box ticking exercises, tokenism, poor ethics, and non-alignment with espoused values will be punished, often publicly.

Social movements and advocacy groups have won LGBTQ+ and disability rights, movements like #BlackLivesMatter , #MeToo and others have had a substantial impact on public discourse and policy. Social movements will continue to play a significant role in pushing for change.

4. Inclusive Leadership In Action

The future of leadership will witness a remarkable transformation with inclusive leadership models being at the forefront and gaining greater prominence. What leaders say and do will continue to play an influential role in s haping organisational cultures.

To excel as a leader in the future a profound understanding of the diverse and non-homogenous, non-uniform nature of the workplace will be imperative. Cultivating an inclusive mindset and consistently exhibiting inclusive behaviours will emerge as a critical leadership competency, enabling leaders to harness diverse perspectives and deliver optimal workplace performance.

Future leaders will need to continue to be innovative, collaborative, adaptive and agile as the ever-evolving work environment demands these attributes. Their visible commitment and active advocacy for cultural diversity will be pivotal in not only attracting, but also retaining the next generation of talented individuals ensuring a thriving and dynamic organisational landscape.

5. New Metrics & Assessment Tools

In the evolving landscape of organisational metrics there is likely to be a marked enhancement, sophistication and precision within metrics and reporting methodologies. These advancements will enable a more comprehensive understanding of the intricate nuances and interplay between the various factors within ED&I work.

New and bespoke assessment tools will emerge to better gauge and measure the impacts of programmes and provide organisations with improved capabilities to assess and quantify the tangible effects of programmes.

As the metric methodology landscape evolves, leaders will also be better able to communicate the social value, impact and outcomes stemming from these ED&I initiatives.

6. Changes In Legislation/Policy

As we look to the future, it is inevitable that changes in legislation and regulations will occur. These changes may require organisations to adapt to new policy and legal requirements, elevating and prioritising the importance and significance of equality, diversity and inclusion and cultural awareness within their operational frameworks.

In Conclusion

In closing, the future of equality, diversity, and inclusion hinges on the collective endeavours of individuals, communities, organisations, and governments. It will require ongoing persistent commitment, education, and unwavering advocacy to shape a world that is truly inclusive and equitable for all.

Whilst resistance and backlash may inevitably arise, as is often the case in transformative change, the challenges ahead are not insurmountable.

We have already made significant strides in the ED&I journey and by each individual playing their part we can transform this vision into a reality. It may be daunting and tiring at times, but I encourage us all to remember where there is a collective will, there is always a way.

Why Our ACCELERATE Programme Remains Relevant

Wed, 18 Oct 2023 14:11:24 GMT

Andy Nicol explores why our Career Management Development Programme still has plenty of work to do driving diversity and equality in the business world.

When we officially launched ACCELERATE in 2014, following our 2013 research and successful pilot roll out, the aim of the programme was to advance the diverse talent pool in any business we worked with.

There was real need for it as the corporate culture was still very masculine at that time and had to change.

The programme had been well researched in conjunction with The Financial Times and we identified five areas that could accelerate a persons’ career if they diligently applied themselves.

Originally, we were focused on gender and trying to increase the number of senior roles filled by women and we had some great success in this area.

Over time, though, we realised that this type of development programme could help all under-represented groups not just women.

So, 10 Years on, is ACCELERATE still relevant?

It very much is because, although there has been much improvement in some areas, the dial has not moved significantly enough.

Under-represented groups are still ‘under-represented’ in their respective businesses.

Simply put; there is still work to be done.

This was always going to be long journey, with some bumps along the way and many twists and turns...

Like with any journey, you need to know where you're going; you need a North Star to guide you in.

Promoting Diversity is ACCELERATE's North Star.

It's what the programme was designed to do.

Promote diversity in all forms, not just gender - and there is still a long way to go before we can declare diversity as done.

Will it ever be 'done'?

(And what does 'done' even mean?)

In our opinion, a focus on diversity will be needed until all three of these questions can be answered with a YES :

"Is our society a more inclusive place?"
"Does every under-represented group now have a voice?"
"Can those voices be heard?"

Currently the answer, sadly, remains NO - which means that there is much more work to be done.

The Gender Pay Gap: An Ongoing Issue

Another metric that we looked at when creating ACCELERATE was to close the gender pay gap.

Back in 2013, the gender pay gap was a colossal 19.7%!

In simple terms; this meant a woman was paid 19.7% less per hour than a man for the same work.

Almost a fifth less, just because of their gender.

This has improved over the last 10 years, but not significantly...

The gap now stands at a shocking 14.9%.

Yet more proof that, when it comes to equality in the workplace, there is also plenty more work to be done.

Competing Priori ties

There are always competing priorities with two recent examples being the war on Ukraine or the cost-of-living crisis that we are currently facing.

There is always something that takes the focus away, there is always something new and fresh to talk about.

There is still so much to be done in creating a more diverse and inclusive society so it is about everyone taking some responsibility to make a difference.

One of the key takeaways from ACCELERATE when it was launched was;

If not you, who?

If not now, when?

These two questions are as relevant now as they were 10 years ago.

If we all take responsibility and accountability to make our world a bit more diverse and a bit more inclusive, then we can get closer to the end of the journey.

Is ACCELERATE still relevant today? Undoubtedly.

The Evolution of the ACCELERATE Programme

Wed, 04 Oct 2023 15:55:58 GMT

David Nikolich reflects on how a partnership with The Financial Times back in 2013 led to the development of one of ABSTRACT's most impactful programmes.

In 2013, myself and ABSTRACT were invited to become research partners with the Financial Times on the topic of Women in Business.

We were given the following exam question to answer:

"Why are there so few women in the C-Suite of FTSE 100 businesses?"

Finding An Answer: Our Approach

We conducted a series of structured interviews with multiple senior women in business.

Simultaneously, we also conducted a small cross section of men in business as a control group.

We soon realised that most people either in or aspiring to those C-Suite positions, whether Male or Female, were expected to be...

Strong and Ruthless

This was supported by the current incumbent’s behaviour; City Analysts and Head-Hunting Recruitment Specialists being the system that was supporting the system.

What we wanted to create, was a future where most people in C-Suite positions were acting as...

Strong and Considerate !

We knew that this would take some time…

This is where the ACCELERATE Programme was born.

Financial Times Pilot Programme

Key Learnings

Initially, we rolled the ACCELERATE programme out mainly to women which was quite controversial as it didn’t feel particularly inclusive.
We discovered that once the female cohorts began, the delegates bonded very quickly, and a sense of vulnerability and psychological safety was being achieved by the first break.

We also ran mixed female and male cohorts. We noticed that it took much longer for the delegates to relax, and it was only halfway through the programme that a sense of psychological safety was formed, although total vulnerability was perhaps never achieved.

For business areas such as HR, we ran cohorts exclusively for men. It would be fair to say that these cohorts rarely achieved psychological safety status or any form of vulnerability within the context of the ACCELERATE programme.

As we celebrate 10 years of delivering the ACCELERATE programme across the world, we are proud to have made a significant difference by helping to make the corporate world a fairer and better place.

We have also been instrumental in fundamentally helping to change people's lives along the way!

SALES - Is it a dirty word?

Thu, 14 Sep 2023 13:20:51 GMT

Has the business world lost a sense of decency and courtesy?

If you work for a business the chances are that one of the objectives of your business is to grow. This could mean acquiring more clients, increasing revenue, capturing a larger market share or simply making more gross profit.

Irrespective of which objective is most important to you, the action required is selling, (or more politely), promoting the services or products that your business has to offer.

In daily life we are selling or are being sold to in pretty much everything we do or interact with – from supermarket discount deals to online subscription services to finding a partner to love, we are always selling.

However, ‘Sales’ itself has somewhat of a tarnished reputation, thanks to large public scandals, such as The Financial Services industry’s mis-selling of payment protection insurance (PPI) resulting in £37.5 billion in compensation – a scheme that has a lot to answer for.

Restoring Self-Esteem As A Salesperson

If you are in sales there are a few neat psychological tips which you can deploy for free inside your head, to gain a new perspective and refresh your approach.

Here are a couple, as a taster:

1: A 'No' from a prospect brings you a step closer to a 'Yes'

Unless, you give up forever prospecting after the 'No' that is!

So, next time you get a 'No' punch the air, ring the office bell, charge round screaming 'I’m a step closer to a YES!'

(I’ll let you decide the best course for celebration.)

2: A 'No' from a prospect is a 'no not now, not never'.

Sales is very dependent on timing, so repeating your prospecting efforts regularly and consistently is key.

That being said, please don’t stalk your prospect – that would be weird!

Listen clearly to what they say, and don't repeat yourself if they tell you to clear off - this leads to my next point...

Prospecting Vs. Selling - Understanding The Difference

To sell you need to prospect, and this is a slightly different set of disciplines compared to selling.

Firstly, let’s just be clear there are some very unscrupulous people out there in the business world looking to de-fraud and rip people off.

However, there are also 3.32 billion people who work in the business world, and the majority of them are trying to do a good job each day and help grow the business they work for.

We know that Email remains one of the most effective and efficient prospecting tools.

So let’s assume you or your prospect receive an email from one of the ‘good’ people – What could a decent and courteous prospect journey look like?

Here's an example:

So, What's My Point?

Creating a better Sales Culture for both client AND salesperson is, in my opinion, simple:

If you receive an approach from someone prospecting for business and it is not of interest then say 'No' and say it nicely .
Doing so will help a good person move a step closer to a 'Yes' .
A 'No' is so much better that radio silence, which would seem to be the preferred approach of most in business life at present.
If you wish to improve your sales performance culture and you’re still reading then you’re in the right place.

At ABSTRACT, we have studied and learned from the school of hard knocks to provide our clients with tools, techniques and psychological advantage in growing their business. If you'd like to learn more about our programmes, click the link below or connect with me on Linkedin!

The Trojan Horse Strategy in Talent Management

Thu, 24 Aug 2023 07:49:10 GMT

Unveiling Honest Workpla ce Perspectives

In the realm of talent management, understanding the genuine views of employees is a crucial aspect of fostering growth and development.

However, biases and code-switching often cloud these insights, preventing a clear understanding of employee sentiments.

This is where the "Trojan Horse Strategy" and the engagement of non-talent manager colleagues as educators and advocates come into play, providing a unique approach to elicit honest perspectives from workplace colleagues.

Implementing a Trojan Horse Strategy

Feedback Platforms

One effective implementation of this strategy is through anonymous surveys and feedback platforms.

By providing a platform where employees can voice their thoughts without fear of retribution, allowing organisations to gain unfiltered insights into their workplace dynamics.

This approach reduces the inclination to engage in code-switching , as employees don't have to navigate concerns about professional etiquette or potential consequences. The anonymity fosters an environment where individuals can be open and candid about their experiences.

Indirect Engagement

Another facet of the Trojan Horse Strategy involves indirect engagement.

Talent managers can gather insights by observing informal interactions, such as ‘water cooler’ conversations or virtual chats, where colleagues are more likely to be genuine.

By mingling with the workforce in casual settings, managers can establish rapport and build trust, encouraging employees to share their opinions naturally.

Colleagues As Advocates

Complementing this strategy is the engagement of non-talent manager colleagues as educators or advocates.

This approach taps into the power of peer-to-peer interactions, creating an environment where colleagues can share their perspectives without the perceived pressure of authority figures.

These non-talent manager colleagues can lead group discussions, workshops, or even temporarily join teams to gather insights. By acting as neutral intermediaries, they can facilitate candid conversations and bridge gaps between different teams and groups.

A Culture of Psychological Safety

Fostering a culture of psychological safety is integral to the Trojan Horse Strategy 's success.

When employees feel secure in expressing their thoughts without judgment, they are more likely to provide honest feedback. However, for these strategies to be successful, careful planning is essential.

For example; non-talent manager colleagues need to be briefed on their trojan horse roles, emphasising the importance of neutrality, confidentiality, and the objective of fostering honest discussions.

Talent managers should provide support and guidance throughout the process, ensuring that the insights collected are channelled appropriately and ethically for organisational growth.

Conclusion

In conclusion, the Trojan Horse Strategy can be a powerful approach to uncover genuine workplace insights.

By encouraging peer-to-peer interactions, fostering psychological safety, and embracing diverse perspectives, organisations can gain a clearer understanding of their workforce dynamics. These strategies not only promote transparency but also contribute to a more inclusive and communicative work environment, ultimately driving growth and collaboration.

Learning and Development Insights: Planning For 2024

Mon, 14 Aug 2023 15:54:24 GMT

Calling all Business Leaders, HR Directors, Heads of Learning & Development!

It's never too late to plan how you'll develop your people this year...

Growth and Workforce are respectively 1st and 3rd on the CEO Strategic Business Priorities list for 2023/2024, according to a recent study by Gartner.

Senior Leaders are navigating today’s economic realities but are also intent on investing for the future.

With 79% of global CEOs concerned about skills availability, business productivity and talent shortages remain a key focus. Attracting, retaining, and developing your people is more important than ever.

If you are a Business Leader, HR Director, Head of People or Learning & Development, then now's a great time to plan your strategy for 2024.

To help you start today, here are our Top 10 reasons why investing in the development of your people is critical, timely AND cost effective:

It Will:

Improve employee retention.
Attract quality new people.
Boost workplace and team morale.
Enhance the capability and impact of your managers and leaders.
Increase productivity and business performance.
Create a more flexible and adaptable workforce.
Strengthen your risk management and help you to make better decisions.
Redefine or revolutionise your company vision, purpose, values and personality.
Provide your people with the tools and ambition to accelerate their careers with you.
Be an enabler for growth.

If any of these resonate with you, here's how we can help...

Our Award-Winning Programmes For 2024

Our Award-Winning Programmes are structured around three core specialisms:

Inclusive Leadership

Business Development

Career Management

Inclusive Leadership

We can help you to create high performing and fearless teams through our Leadership and Collaboration Programme , creating common purpose, attracting the right people, building the right environment, and fostering the right behaviours.

Inclusive Leadership includes our Cultural Competence Programme , for equality, diversity, and inclusion development, that will create an environment of Conscious Inclusion.

The Critical Thinking Programme will help your people to form sound judgement and make excellent decisions so you can be confident that your decision-making will drive your business forward.

Business Development

You can ensure you are fit for the future with our Strategic Leadership Programme by fostering strategy development and leading through change.

To develop your business, our Business Transformation Programme focuses on cultural development and sustainability, enabling you to create your organisation’s Vision, Purpose, Values and Personality and then setting management best practices and peer coaching.

You will improve your sales and performance with the Relationships in Business Programme , learning how to build presence and capability, form unbreakable relationships and manage your business like a franchise.

Career Management

We also deliver our tried and tested career management programmes.

AMBITION will develop the growth of your emerging talent, helping you to nurture and retain them. AMBITION can also be deployed to support the progression of your under-represented groups.

ACCELERATE is a business career accelerator which has been successfully delivered to thousands of middle to senior leaders, mainly women, creating Self-Awareness, Self-Promotion and Self-Control and giving participants the tools and confidence to navigate their career.

Finally, leadership and coaching development is provided through the ADVANCE programme, where delegates will experience heightened self-awareness and refine their self-management.

Grow a Successful Coaching Culture Within Your Organisation!

Introducing: The Coaching Hub

This year we launched The Coaching Hub ; our solution designed to provide expert coaching for everyone - not just executives!

This standardised, time bounded coaching solution is affordable and accessible for all mainstream personnel, offering unique flexibility through fully remote delivery.

Our evaluative allocation process ensures that our highly qualified, expert personal coaches are perfectly matched to every Coachee, offering specialist assitance throughout their 16 Week coaching journey.

About ABSTRACT

Would you like to empower your people to become more effective and harness their full potential?

We would love to consult with you and your team about how ABSTRACT can support your future.

If not now, then when?

Blowing The Whistle on Company Culture

Thu, 27 Jul 2023 10:42:47 GMT

If we gave your people a whistle and asked them to consider your company’s culture, would they blow it?

Would your customers, your suppliers, your business partners? Would you?

Well, some do.

At Number 1 on the Financial Conduct Authority's recently published list of allegations reported by whistle-blowers was the 'Culture of the organisation'.

The FCA regulates the financial services industry in the UK. Its role is to protect consumers, keep the industry stable, and promote healthy competition.

They collect and publish data on the whistleblowing reports they receive, assessing each case for harm to consumers, to markets, to the UK economy or to wider society. These reports, for example, include allegations involving fitness and propriety, treating customers fairly, or adherence to legislation.

The primary reason whistle-blowers make a report to the FCA is because they previously made an internal complaint which was ignored, and they therefore saw the FCA as the listener of the last resort.

I would think you would have to be disaffected or concerned to get to that point.

The FCA define culture as "the habitual behaviours and mindsets that characterise an organisation". They say that the financial services industry is working collaboratively to transform its culture. Indeed, this has been one of the FCA's key themes in the wake of the last financial crisis.

More generally, company culture may be described as a shared set of workplace beliefs, values, attitudes, standards, purposes and behaviours. It reflects both the written and unwritten rules that people in an organisation follow. Your culture is the sum of all that you and your colleagues think, say, and do as you work together.

Understanding Cultural Disconnect

There may be a disconnect between your company’s cultural aspiration and the reality experienced by your people and customers.

To use an old banking term (and I am an old banker!) ;

"Do the words and figures differ?"

As Edgar Schein, expert author on organisational culture and leadership, said:

Culture is the responsibility of your leaders and all your people, not your HR or compliance department.

It’s sometimes said that Culture is what you do when nobody is looking.

Some organisations talk about the 'Mum Test':

Failed The Mum Test?

If you are unable to confidently answer 'Yes' to any of the questions asked above, we can help!

ABSTRACT specialise in Cultural Transformation, winning multiple awards with our clients for this. Our compelling content is both interesting and has practical, far-reaching applications.

We embed behavioural change for permanent improvement - all part of our mission "to make the corporate world a fairer and better place!"

Five key ways we can help transform your culture:

Create or review your VPVP's - Vision, Purpose, Values & Personality.
Bring these to life and embed them through your people, aligning them to your organisational character.
Improve the capability of your leaders and managers.
Transform their critical thinking, how they form sound judgement and make better decisions.
Improve cultural competence, diversity of thought and respect for others.

All firms are different, something our cultural programmes recognise as they are adapted to meet an organisation's training needs analysis and individual objectives.

If you'd like to discuss this article, or our Programmes, please reach out to myself or anyone from the ABSTRACT team below:

Resources and Further Reading:

FCA - Culture and Governance

https://www.fca.org.uk/firms/culture-and-governance

FCA - Whistleblowing Data

https://www.fca.org.uk/data/whistleblowing-quarterly-data-2023-q1

How Can Learning and Development Narrow The Gender Pay Gap?

Fri, 07 Jul 2023 10:33:36 GMT

Recent headlines about women in leadership and the gender pay gap in business can feel a bit contradictory.

There are positives but it feels like these are qualified...

When the latest Gender Pay Gap figures hit the business headlines in April 2023, they caused some frustration and surprise as the gap had failed to narrow.

To quote The Financial Times ;

“The lack of progress has disappointed fair pay campaigners and business groups”.

More recently it was also reported that UK businesses have improved female representation on their boards, but that two-fifths of FTSE 100 firms still do not have a woman in one of their top four executive roles.

At a headline level, the UK gender pay gap - the median pay gap between men and women - has remained static from the previous year at 12% and has remarkably actually worsened since the start of UK gender pay gap reporting six years ago.

This has business commentators scratching their heads, given the significant efforts of many companies and industry groups to narrow the gap and recent trends in employee experience and social responsibility - our recent article discusses this:

Dissecting The Data

Banking, finance, insurance, education and law remain under scrutiny as some of the sectors with the biggest disparities. As the comparable lack of women in senior positions remains a key driver of the gap, this also seems at odds with recently reported increases in the number of women now on the on boards of major companies.

Progress at board level is important and symbolic.

Since ABSTRACT’s first major involvement with the topic of ‘Women in Business’ ten years ago, when we were selected by the Financial Times as research partners to develop a learning programme for board level women, we have strongly felt that building a sustainable pipeline of future senior leaders in organisations below board level is a key problem to solve and is much harder to fix.

We continue to believe that inclusive leadership and career management programmes have a part to play in the solution, along with addressing structural issues such as recruitment and pay review processes, flexible working, and childcare.

This is borne out of our experience of working with thousands of mid to senior leaders, through both women-only and mixed gender career management development programmes. Our destination data and post programme evaluation has consistently showed that around two-thirds of participants will typically be promoted or develop wider roles and responsibilities within our programmes.

Good Intentions Must Lead To Outcomes

While companies may differ, there can be little doubt that employers and society overall are very much more focused on pay equity and transparency, equality, diversity, and inclusion than ten years ago. We have seen big positive changes in how our own clients are focused on these topics.

But as a business leader, are you, your organisation and your team genuinely closing the gap between your good intention and desired outcomes?

Do your learning and development programmes make a tangible difference to successful career outcomes for your people, including women and other under-represented groups?

At ABSTRACT, we believe that learning and development should support cultural advancement and development, helping to change behaviours, embed cultural change and build modern organisations fit for today’s social objectives.

Get in touch to find out how we can help you to harness the full potential of all your people.

Resources and Further Reading:

The Guardian: More women on UK boards but number of female bosses flatlines:

https://www.theguardian.com/business/2023/jun/15/women-uk-boards-female-bosses-data-ftse

BBC News: Eight out of ten firms pay men more than women:

https://www.bbc.co.uk/news/business-65179430

Financial Times: Nearly 80% of UK employers pay men more than women:

https://www.ft.com/content/062e80a3-af13-4aef-9e11-942abc40f8dc

Personnel Today: UK gender pay gap static at 12.1%:

https://www.personneltoday.com/hr/uk-gender-pay-gap-static-at-12-1/

People Management: FTSE 350 companies meet 40 per cent women on boards target three years early:

https://www.peoplemanagement.co.uk/article/1814935/ftse-350-companies-meet-40-per-cent-women-boards-target-three-years-early-data-reveals

Windrush - Marking The 75th Anniversary

Thu, 22 Jun 2023 07:47:17 GMT

Thursday 22nd June is Windrush Day.

However, this year also marks a significant anniversary... 75 Years since the UK Government invited people from the Caribbean to come and help rebuild a decimated post-war Britain.

Many thousands of Caribbean workers contributed to the war effort either as volunteers, members of the armed forces or technicians. Whilst some remained, the majority were demobbed and returned to the colonies after WWII ended in May 1945.

However, Britain needed help to rebuild, and invited people from the Caribbean to come, live and work in Britain to fill significant labour shortages.

The term ‘Windrush Generation’ refers to people who arrived from Caribbean countries between 1948 and 1971, when British immigration laws changed.

Although not all of the Windrush generation arrived on the ship HMT Empire Windrush, the ship has become a symbol of the migration.

Windrush: A Brief History

On arrival in Britain many Caribbeans were treated unfairly. They were paid less than white co-workers, had few promotion opportunities and struggled to rent decent accommodation. In many areas, black people in general experienced serious violence against them. They were attacked and had their homes vandalised because of racism - much of this racial discrimination continues today.

This and other factors meant that many Caribbean settlers were forced to live in run-down areas and live modestly with very little money. Despite this discrimination, the Windrush generation continued to work hard to maintain their families, and help build Britain, which they were told was the Motherland.

The contribution of the Windrush generation to the culture and success of Britain is not in dispute. However, there is a scandal surrounding Windrush.

The Windrush Scandal

In 2018 it emerged that the UK Government had not properly recorded details of the people who had been granted permission to stay. The UK Home Office was found to have started to destroy landing cards belonging to Windrush migrants.

This meant that those affected despite living, working, and paying their taxes were unable to prove they were in the country legally.

They were then prevented from accessing services such as healthcare, and housing and had to cease going to work. Simultaneously, the Home Office also started to wrongly deporting people.

An inquiry found the government had made grave errors and had created a “hostile environment” immigration policy. The Government has yet to fulfil its agreed commitments to reverse decisions and compensate the victims of these injustices.

The National Windrush Museum

ABSTRACT is a proud supporter of the National Windrush Museum , a newly formed not-for-profit organisation whose purpose is to research, exhibit and preserve the tangible and intangible cultural heritage of the Windrush generation, their antecedents, and successors.

As one of its originators, our Non-Executive Director Sue Liburd MBE DL is helping The National Windrush Museum build and expand its collection.

Cataloguing the history and legacy of Windrush will take time, dedication and hard work, all of which come with a cost. Donations will enable people from across the world to explore the incredible impact of the Windrush generation for years to come.

Is The Business World Arrogant About Coaching?

Tue, 06 Jun 2023 13:16:27 GMT

Why is Coaching viewed as essential for all involved in sport yet, in business, is only allocated to the elite?

Why is it in business that you only receive a 1:1 Coach when you reach the top of the hierarchical pyramid?

The world of sport functions very differently to the world of business, with coaches and coaching being integral from day one.

I was lucky enough to play rugby at the highest level and I had a coach from my very first session at Panmure Mini Rugby Club aged 6 to my last with Glasgow Warriors aged 32.

Every single training session I took part in throughout those 24 years included coaching involvement such as skill development, specialised coaching, strength and conditioning and, latterly, mind coaching.

But importantly, it was for all.

I didn’t receive special coaching as one of the better players or because I was a senior player. I received coaching because there is a constant desire in sport to be better at everything you do. From one session to the next, from one day to the next. Always striving to be better.

In professional football, Lionel Messi is probably the best footballer ever to play the game, yet he still needs that coaching to make him even better. He is still out there putting the work in with his coaches in the pursuit of constant improvement.

Coaching In Sport and Business: A World of Differences

Having moved into Business for the last 17 years, I do not see the same emphasis on coaching.

My favourite definition of a coach is;

"A Coach moves a person to a different place both physically and mentally."

Sport embraces this definition, but Business chooses when and with whom to bring this to life.

Coaching has also long been the preserve of the elite in the Business world. You only receive a Coach if you are very senior and part of the executive, or if you have been identified as 'top talent'

In Sport, if your skills are not up to a certain standard, you are given extra coaching to improve things.

In Business, we reward the talented by making them more talented.

This is good for your talent, but what about the people being left behind?

Could they improve earlier in their retrospective journeys if they received some 1:1 coaching? Undoubtedly yes, but this requires a change in attitude towards coaching. There are many reasons why this is the case, and resourcing might be top of the list.

But, by democratising coaching and making it accessible to everyone, you are empowering your people to understand their personal and professional development needs towards advancing their skillset, improving performance and meeting their goals.

Oh, nearly forgot to mention, it increases business productivity too!

Our Mission:
To Democratise Coaching

All of this is exactly why we've developed The Coaching Hub - a new model of Coaching accessible to EVERY member of the business, not just the executives.

This forms part of our greater goal as a business: To make the corporate world a fairer and better place.

Becoming An Inclusive Leader

Mon, 22 May 2023 17:00:00 GMT

I’m sure we would all want to belong to the currently trending, modern-day Inclusive Leaders Club, but what does it take to hypothetically join?

Well, let’s look firstly at what it means to be an Inclusive Leader:

It is the style of Leadership that truly values and respects diversity.
It is the critical capability to leverage diverse thinking within the workforce.

To apply this, we will at least need a high level of self-awareness, together with a healthy curiosity about others.

As well as these two critical essentials, I recommend any ambitious leaders focus upon the following:

Psychological Safety and Accountability

Two subjects you seldom see together!

My point is, that when just one of these principles is fully applied in isolation, it can be ineffective.

Too much Psychological Safety can eventually produce a cosy, counsellor environment where no-one is ever properly held to account.
Whereas too much Accountability can quickly produce a demoralised environment where no-one ever really feels safe.

Getting the balance right is a very sought after skillset amongst inclusive leaders.

Empowering everyone to have a voice and speak freely because their contribution is genuinely valued without retribution, while holding themselves and others to account to deliver on their respective responsibilities is perfect equilibria.

Although the buzz words may have changed over the years, I remember Jim Collins sharing his definition of Level 5 Leadership decades ago.

He said this;

“A Level 5 Leader builds enduring greatness through a paradoxical blend of personal humility and professional will.“

For me, being an Inclusive Leader is quite similar.

It is creating a psychologically safe environment to openly accept everyone by encouraging them to regularly display their thoughts, as well as the brilliant unique talents they bring. At the same time, providing total clarity and strong accountability of everyone’s individual and shared responsibilities to deliver to plan.

As mentioned at the beginning, Psychological Safety and Accountability are seldom seen together, but if you are lucky enough to experience them from an Inclusive Leader simultaneously, it has a profound effect on everyone, not to mention the overall results of your team.

Fulfilling Your Ambition - For Dummies!

Tue, 25 Apr 2023 08:50:59 GMT

You're not a dummy! I just wanted to grab your attention, to talk about an important topic; Ambition.

Having said that, the “For Dummies” series of self-help books first published in 1991 by the Wiley Group was a global success with millions of books sold. The “Windows for Dummies” edition has sold over 15 million copies and unless you were bought it as a present, (think about that for a moment!), did all these people think they were dummies when buying a copy?

No, of course they didn’t.

They were demonstrating a characteristic in us all – self-doubt and a deep held belief that we are not as good as we think we should be. It is sometimes known as “imposter syndrome” but more of that another time. Keep reading - there are some gold nuggets to take away at the end of this article.

That little voice in our head holds us back and quite frankly talks to us in a way sometimes that would be totally unacceptable if another person spoke this way to us. This is what I wish to tackle in this blog, and if employers supported the fulfilment of ambition then talent would grow and staff would be retained.

In 2014, we formed a joint venture with the Financial Times. Our exam question was;

“Why are there some few women in senior roles in corporate life?”

We discovered the system has a lot to answer for; mainly white middle aged men have run the system, biases are at play, as well as the double bind of career vs family. However, we also revealed career competencies that both successful women and men demonstrate regularly and consistently to fulfil their AMBITION. Our ACCELERATE and AMBITION programmes were born from this research and we’re proud of how they've been recognised since.

Ambition: Some Key Tips

What I am keen to share are the golden nuggets that we have learned so far. They are in no particular order, they apply to you whoever you are, and they are inclusive. Try some or all of them – they work. Let me know how you get on and if you would like to talk as to how we may help you and your organisation please get in touch.

Talent alone is not enough – you need to promote yourself.
Confidence is situational – you are not born as a low confident!
Make your strengths stronger and your weaknesses irrelevant.
Struggling to identify your strengths? Think about what you like doing, what you are strong at.
Transfer your strengths, utilise them where they create true value.
Admire yourself for the things that you do well.
Surround yourself with Sponsors and Mentors that you need (rather than like) to help you get what you want.
Be clear about what you want and be prepared to ask for help to get what you want.
You can take control and responsibility for your own career.
Create and promote your own Personal Brand.
Your Personal Brand is separate and personal to you rather than just the Company Brand.
Be you – authentically manage your brand / profile across the business.
Push yourself out of your comfort zone – where development happens!
Effectively manage your 3-dimensional business network to achieve your career objectives.
Engaging in good organisational politics is essential.
Create development time for you – be healthily selfish.
Constantly review, reassess and recalibrate where you are now and where you want to be.
Asking for help and feedback is a strength.
Are you holding yourself back through your own confidence or voice in you head.
If not you, who? If not now, when?

New Trends in Employee Experience and Social Responsibility

Wed, 05 Apr 2023 08:30:56 GMT

The pandemic has accelerated changes in the way we work but both employers and employees are still adjusting to this.

As we get deeper into 2023, there are some emerging leadership and learning trends in the business world that we are seeing. We have noticed a renewed focus on human skills, the evolution of modern workplaces and an increased focus on the 'S' in ESG!

A Renewed Focus on Human Skills

While technology and tech related skills continue to progress at an amazing rate, as recent Artificial Intelligence advances such as ChatGPT show, human skills do remain crucially important in business and there is a sense that some of these have been overlooked or under-invested in lately.

At ABSTRACT, we have noticed a renewed focus from our clients on the development of leadership, relationship management and commercial skills. Also, increasingly emerging and growing is the development of cultural awareness and social intelligence.

Creating Modern Workplaces

Employee experience extends into the post-pandemic office too. With many people being physically present in the corporate workplace less regularly now, it is even more critical that time spent in the office feels productive and beneficial.

With employers encouraging their people back to the office, a notion that would have seemed strange in the past, some employers are offering perks such as car-charging and dog hotels according to a recent BBC report. It’s also interesting to see some landlords and property companies using new approaches to sell the benefits of being in the office.

I have seen examples in my inbox offering modern workspaces that can drive better business and people performance, improve productivity, mitigate business risk, enable better communication and collaboration, rationalise business costs and attract and retain talent. Example here.

Increased Focus on the 'S' in ESG

ESG: Environmental, Social and Governance

The Social element of corporate ESG reporting is expanding beyond compliance to attracting talent and to be a market differentiator for employees, customers, and investors. Investors are increasingly applying these non-financial factors as part of their analysis to identify material risks and growth opportunities.

In the most recent round of annual financial reporting, we observed that many companies are focusing even more heavily on their ESG agendas. A recent Forbes article also highlights an increasing trend of linking ESG performance measures to executive incentive compensation.

This trend is positive provided organisations are genuinely reshaping their thinking for action to close the gap between their good intention and desired outcomes.

Summary

This begs the question; do you as a leader and your business have plans in place to develop the human skills of your people, to create modern day workplaces where your people can thrive and are you genuinely closing the gap on your ESG agenda between good intent and positive outcomes?

At ABSTRACT we believe that learning and development should support cultural advancement and development in these areas, help to change behaviours and embed cultural change. We deliver this through compelling content that is interesting with practical application. We are here to help.

Regulators show their support for equality in UK and Ireland

Wed, 15 Mar 2023 14:31:24 GMT

Financial Services regulators in UK and Ireland continue to show their support for greater equality, diversity and inclusion in business.

Financial Conduct Authority

In the UK, the Financial Conduct Authority (FCA) have stated their belief that diverse and inclusive cultures enable firms to deliver better outcomes for consumers and markets, helping to ensure that products and services cater to the diverse needs of their customers, as well as helping firms to attract and retain talent. The FCA say that by creating healthier organisational cultures, by driving higher standards of conduct and unlocking talent, the UK will become an even more attractive and competitive place to do business.

FT Adviser reports that the FCA are pointing to growing evidence that a “diversity of perspectives and thought, when part of an inclusive culture, results in better judgements and decision making”. The FCA will publish its Consultation Paper on Diversity and Inclusion in the financial sector later this year, building on its earlier Discussion Paper.

The Parker Review

In March 2023, the UK Government backed Parker Review also published their awaited update report on Improving the Ethnic Diversity of UK Boards. Sponsored by EY and the National Equality Standard, it updates on progress against objectives set in 2017 for companies to appoint at least one director from a minority ethnic group on each FTSE 100 Board by 2021 and on each FTSE 250 Board by 2024. The voluntary survey of FTSE 100 companies showed that 96% of companies in the index had at least one director from an ethnic minority background on their board by the end of 2022 and around two-thirds of FTSE 250 companies who reported. Leading the review, Sir John Parker said “We have seen remarkable progress in achieving our targets” and the report sets out how UK business needs to “change the conversation” to meet the challenges ahead. The campaign calls on business leaders to publicly make commitments to create inclusive cultures in organisations that allow talent to thrive.

Ireland

Separately, a recent article in the FT explains how Ireland’s regulator has supported greater gender diversity in the Irish financial sector, how this has provided an antidote to groupthink and better decision making since the global banking crisis. The article highlights the improving number of women in senior roles in financial services in Ireland.

Summary

We believe that visible commitments from regulators do help. We continue to work with clients and organisations in the UK, Ireland and internationally to champion more inclusive leadership, cultural transformation and better career management. Improving participation and inclusion will encourage creativity and diversity of thought, leading to fairer and better places to work with enhanced productivity and performance.

Sue Liburd announced as a judge for the Inclusive Awards 2023

Fri, 24 Feb 2023 08:01:29 GMT

Sue Liburd MBE DL will be a judge for the Inclusive Awards 2023, a leading Diversity and Inclusion event organised by Inclusive Companies.

Sue was the recipient of the National Diversity Champion Award at the Inclusive Companies Awards 2019. Deeply committed to alleviating health, education and workplace inequality, Sue is a recognised voice and thought leader in the field of Equality, Diversity and Inclusion.

The Inclusive Awards reward organisations for harnessing a truly diverse workforce, recognising the significant efforts of those organisations nationwide that excel in their commitment to equality and inclusion across all strands of diversity.

The Inclusive Awards 2023 will highlight diverse employers and employees across a wide variety of sectors including housing, public, private, charity and education. ABSTRACT were a finalist in 2022 in the D&I Consultancy category.

More details about this year's awards, how to enter, the judges and Inclusive Companies can be found here:

Inclusive Awards 2023:

https://inclusiveawards.com

Judges - Sue Liburd MBE DL: https://inclusiveawards.com/sue-liburd-mbe/

Inclusive Companies:

https://www.inclusivecompanies.co.uk/

We’re a Finalist in the British HR Awards 2023

Mon, 20 Feb 2023 11:39:45 GMT

We are delighted to announce that we’ve been named a Finalist in the British HR Awards 2023.

The British HR Awards 2023 sets out to discover and celebrate the organisations and individuals that are truly passionate about delivering a world-class people experience. This year, over 220 entries were received from organisations across the UK, and so competition to be named a Finalist proved to be especially tough. Firms taking part range from start-up innovators to public sector heroes, tech superstars, global titans and everything in between.

A full announcement of all finalists and this year's judges is here: https://newpossible.io/resources/british-hr-awards-2023-finalists-announced

Nate Harwood, Founder of New Possible and British HR Awards judge said: "This year saw 125% more entries submitted making judging a real challenge but also a great privilege. Congratulations to all the Finalists who are flying the flag for the HR profession and having a positive impact on the working lives of so many people."

ABSTRACT's CEO Andy Nicol said "We are delighted to be named as a Finalist in the British HR Awards , organised by New Possible , in the supplier award category of Consultancy of the Year 2023. We are very proud of our learning and development consulting work with our clients to develop inclusive leadership, business development and career management. Congratulations and best wishes to all the individuals and organisations who are finalists this year".

The British HR Awards is powered by New Possible, a next-generation employee insight platform. New Possible helps leaders build healthier organisations by providing meaningful insight that can drive real change.

Winners will be announced at an awards ceremony in Central London on 22nd March 2023.

Welcome Matt Taylor!

Tue, 14 Feb 2023 14:25:46 GMT

‘Welcome aboard, Matt. We love the creative skills you have, and we know you'll be a valuable asset to our growing team. We look forward to working with you!’

Matt Taylor

The importance of creative thinking is something that's stuck with me throughout my life. From teaching art and photography at various levels, to freelance creative work, and more recently digital marketing, I've seen first-hand how 'thinking outside the box' can help build lasting, meaningful connections.

My time in postgraduate education at the Royal College of Art also taught me the extraordinary things creative thinkers can achieve when they collaborate. Time and time again I saw brilliant minds coming together, using their combined creativity and passion to build something special that really resonated with a wider audience.

Perhaps this explains why I formed such an immediate connection with ABSTRACT. From our first meeting it was immediately clear that the team had something different at the core of their DNA. They know their vision, purpose and values, and recognise that thinking (and acting) differently is key to getting their message heard.

Like many, the pandemic challenged me to re-evaluate the workplace and its role in my life. Working remotely, I was able to push my skillset even further; using time I would have previously lost to commuting to self-directed training and exploration. I also developed a greater understanding of what the digital space now means to people, and how it can be used to educate, inform and inspire. That said, I still appreciate the value of intermittently meeting up for that physically inspired collaboration that not only contributes to our wellbeing in this new era, but feeds our souls as human beings.

Being able to put my creative skillset to use every single day is something I will never take for granted. In my new role as Digital Designer at ABSTRACT, I look forward to transforming the wealth of knowledge within ABSTRACT into even more exciting and engaging formats, visuals and digital experiences.

It is clear that big things are coming for an organisation that has already built itself a strong reputation as a thought leader, and I'm so excited to be part of the ABSTRACT team!

Commemorating the 75th anniversary of Windrush

Wed, 08 Feb 2023 10:10:45 GMT

The National Windrush Museum is an organisation dedicated to researching, exhibiting, promoting and preserving the tangible and intangible cultural heritage of Windrush pioneers, their antecedents and successors.

ABSTRACT’s Sue Liburd MBE DL is a board member of The National Windrush Museum and is an active proponent of the creation of a permanent and fitting tribute to the Windrush generation and their descendants. More widely, Sue supports policy and decision makers to reshape and transform organisations to become inclusive and healthy places to work. Sue is also a Non Executive Director of ABSTRACT.

HMT Empire Windrush is best remembered today as the ship that brought some of the first large groups of post-war migrants from the Caribbean to Britain in 1948, seventy-five years ago this year. The Windrush’s arrival has become symbolic of the generation of Commonwealth citizens who come to live in Britain between 1948 and 1971. More recently, the Windrush Enquiry addressed the wrongful deportation of UK citizens of Caribbean descent and made a number of recommendations.

The National Windrush Festival and International Windrush Conference will take place in June 2023. If you or your organisation would like to take part, sponsor or get involved please get in touch with them via the website here:

National Windrush Museum Events

https://www.nationalwindrushmuseum.com/events

National Windrush Museum Board

https://www.nationalwindrushmuseum.com/board

Windrush report: UK Government scraps recommendations

https://www.bbc.co.uk/news/uk-64414451

Upcoming events – a shared sense of purpose

Fri, 03 Feb 2023 12:09:55 GMT

ABSTRACT look to drive positive change and we support noble causes that help to make the business world a fairer and better place. One of the ways we do this is by collaborating with organisations with a shared sense of purpose and who align with our mission statement of 'improving business through people.'

Here are some of our upcoming events that we shall be delivering in the coming weeks and months of 2023:

Women in Banking and Finance (WIBF)

On 8 ^th February, David Nikolich is delivering an event with Women in Banking and Finance for their members and event partners NatWest Group on 7 Key Elements to Wellbeing. David will share our Top Tips for the Workplace at this virtual event that forms part of WIBF's Personal Excellence Programme and is open to guests for a small fee.

WIBF is a non-profit organisation supported by individual membership and the sponsorship of global financial services companies, major banks and firms servicing the industry. With their partnerships, WIBF reach thousands of professionals across the UK and Ireland through a variety of valuable and highly sought after events that address the needs and aspirations of their members and sponsors to develop, showcase and retain female talent and contribution. Women in Banking and Finance challenge the industry to adopt new ideas and address structural barriers and their ambition is to be the biggest gender network in the UK.

Link to event: https://www.wibf.org.uk/events/details/7-key-elements-to-wellbeing-top-tips-for-the-workplace

The HR World

The HR World is a unique network who bring like-minded HR professionals together with the aim of furthering the future of work. Through original content and bespoke, immersive and outcome based events, senior HR people collaborate and problem solve to support their business and personal ambitions.

The HR World have invited Sue Liburd MBE DL from ABSTRACT to speak at their virtual network on 21st March. Sue will be asking if diversity, equality and inclusion is both desirable and attainable, then why hasn’t it happened yet and will be encouraging HR professionals to reshape their thinking for action.

Link to event: https://www.thehrworld.co.uk/hr-event/equality-diversity-and-inclusion/

Inclusive Companies

On 22nd March 2023, Mark Fryer and Anne Clarke will be presenting an online event for Inclusive Companies on the topic Career Management and how you can help your people to harness their full potential? Mark and Anne will share their insight and significant experience on why we think it is important for employers to develop their people, particularly looking at the advancement of women and under-represented groups.

Then later on 16 ^th May, Mark will be joined by Sue Liburd to share our thoughts on Inclusive Leadership and what you can do to improve the capability of your people by focusing on their cultural competence and equality, diversity and inclusion development. Inclusive Companies is a cross industry network harnessing best practices & innovation to drive inclusion for all.

Link to events: https://www.inclusivecompanies.co.uk/events/

We are pleased and proud to be working with these organisations and their networks. Collaborating with them enables us to share our vision with forward-thinking leading companies and their people.

We shall also be hosting a series of free to join ABSTRACT virtual events on topics such as Career Management, Business Development and Inclusive Leadership. These will be aimed at business and HR leaders, learning and development professionals and equality, diversity and inclusion specialists. Details will be published shortly so look out for these.

To find out more about ABSTRACT and our learning and development programmes, please get in touch.

Time to Talk - Why talking is important

Mon, 23 Jan 2023 13:22:15 GMT

ABSTRACT will be supporting Time To Talk Day on 2nd February 2023.

Apparently, one in 4 of us will experience a mental health problem in any given year. Everyone should feel comfortable talking about mental health, whenever they like. Talking about mental health reduces stigma and helps to create supportive communities where we can talk openly about mental health and feel empowered to seek help when we need it.

That’s why opening up the conversation about mental health problems is so important – by talking about it we can support ourselves and others.

Time to Talk Day is a UK wide campaign run by Mind and Rethink Mental Illness in England, in partnership with Co-op. It's all about creating supportive communities by having conversations with family, friends, or colleagues about mental health. By talking about it we can support ourselves and others. It aims to support our communities to have more mental health conversations than ever before because having conversations about mental health has the power to change lives.

For details of the Time to Talk campaign, including tips, resources and how to take part see here: https://timetotalkday.co.uk/about/

ABSTRACT's Health and Wellbeing Programme promotes self management and care in the Workplace, helping you and colleagues to manage your personal wellbeing to an optimal state: https://www.abstractuk.co.uk/self-management-and-care-in-the-workplace

So you want to be a Thought Leader?

Wed, 18 Jan 2023 11:09:00 GMT

A Thought Leader is someone who is seen by peers, customers and industry experts as having a deep understanding of their particular field. They’re the people others look to for original ideas, unique points of view and game changing insights. Many leaders would like to be seen as Thought Leaders, but very few achieve this level of recognition.

It’s not necessarily a role you can be promoted into, or even ever have as your official job title. In truth, it isn’t a role your company alone can give you. It requires the acknowledgement of your peers, wider industry, and customer base. It takes incredible amounts of dedication, passion and knowledge to become a Thought Leader.

If none of the above has put you off, then read on, because here’s where you should be focussing your energy if you want to achieve this lofty goal.

Construct your platforms. You should always be working on increasing your visibility across your business, industry and the wider public. That means understanding where people gather to share ideas, and then meeting them there. Work on your social media presence, and then focus on the channels that can best increase your authority and influence.

Work on your personal brand. If you’re going to be seen as the standout expert in your chosen field, you need to create a strong personal brand. And part of that brand will be fearlessness, and the willingness to be bold. Because at times, the commentary and ideas you offer on your platforms will go against the received wisdom of your industry.

Develop incredible communication skills. Can you express your passion for your area of expertise in a way that inspires others? Can you adapt how you communicate to different audiences? You should be as comfortable discussing technically complex ideas with industry experts as you are explaining them in layperson terms to leadership teams.

Build trust. Trust comes from being credible and reliable. When you promise something, follow it through. Peers, leaders and clients alike should know you as someone who can be absolutely relied upon to deliver what you say you will, every time, without fail.

Look to create a culture of learning around you. While everyone else is in the trenches, eyes fixed on day-to-day operations, you should be working on ways to move their eyes to the bigger picture. How do you do this? By studying past trends, disasters, and successes, and tirelessly refitting them to work for the present. Of course, to communicate this effectively you’ll need to…

Become an inspiration. It’s the Thought Leader who creates an environment of excitement and passion for colleagues, clients and everyone else in the in the industry. You need to be able to spread your own passion wherever you go, online and in person. Because it’s that energy that will make people look to you to create the next innovations and ideas in your industry.

Now, that’s our advice on how to get started as a Thought Leader. The next steps are over to you. Good luck!

Let’s talk about anxiety

Wed, 11 Jan 2023 14:42:03 GMT

If anxiety was a business, it would have seen sky high growth these last few years, with no signs of things slowing down as we enter 2023. As the cost of living crisis continues to bite, anxiety and stress are having a tangible effect on our businesses .

Of course, it’s easy to think of anxiety in terms of its economic impact. But the reality is that poor mental wellbeing affects every aspect of people’s lives, not just their jobs. It’s much more than a ‘bottom-line’ issue.

So as many of us contend with poor wellbeing, here are some tips from our expert team on effective strategies for managing anxiety.

Recalibrate your thoughts.

Recognising and managing unhelpful thoughts is a great first step towards lowering your anxiety levels. Start this process by:

Deliberately changing your narrative.

Take a break from social media, and skip any miserable news stories that will feed your anxiety.

If you’re making lots of plans and then struggling to achieve them, stop planning. Instead, choose one thing you want to achieve, no matter how small, and then go and do it. Tick that off, then start the next thing.

Reset your behaviour by consciously doing things differently.

Humans are creatures of habit and routine. Sometimes, those routines can become detrimental to our health and wellbeing without us realising it. Make a conscious effort to approach part of your routine in a different way that might work better. And guess what? Over time, that conscious behaviour will simply become part of your new and improved unconscious behaviour.

Recognise when you’re feeling okay.

On the days where your anxiety isn’t as bad, acknowledge it, appreciate it, and enjoy the moment.

Talk to someone.

It’s easy to bottle things up, especially when you’re busy. For many of us, the idea of sitting down with a trusted friend, or a professional, can seem like a distraction. It can be difficult to know how to start.

However, a good chat, whether over a cup of tea, or in a clinical setting, can be extremely cathartic. It’s a great way to air all your frustrations, and make you feel like you’ve really taken a weight off your shoulders. And it’s also a great starting point for sounding out strategies for improving things.

However you feel right now, there is always help and support available.

ABSTRACT’s webinars on building modern day resilience are a great way to support you and your team with practical, positive steps towards improving wellbeing. Speak to us today.

Equality, Diversity and Inclusion in 2023

Fri, 06 Jan 2023 12:47:59 GMT

Corporate priorities for many in 2023 will include a greater focus on development, a concentration on diversity at a C-suite level, and promoting inclusion.

At ABSTRACT, we think equality, diversity and inclusion will continue to be a big focus for both society and in business in 2023. Many large organisations are now focused on this topic, with around half of Fortune 100 companies having appointed DE&I leaders, three out of four employees see workplace diversity as a key factor when considering a job offer and research suggesting diverse organisations have increased productivity. With business performance under scrutiny, a changing workforce and labour shortages, it will be important for organisations to recruit, develop and retain the best talent.

Having leaders who understand the key elements of inclusive leadership, who can increase trust, participation and inclusion, encourage creativity and diversity of thought, will create fairer and better places to work and enhance productivity and performance.

There is evidence of positive progress although a Harvard Business Review article published in November found that that organisations could be making better, faster progress if they were more intentional about how they craft their strategies and that to sustain momentum, companies need to invest in three areas; 1.Connecting a good strategy to the right accountability, 2. Collecting and analysing the right data and 3. Truly empowering their DEI leaders.

In 2023, we shall be will be working with organisations to close the gap between good intention and desired outcomes. We will develop leaders to cultivate a new level of awareness and create an environment of conscious inclusion. We will help to reshape their thinking, inspiring companies and leaders to take action.

If you are a Business Leader, HR Director, Head of Learning and Development or an Equality, Diversity and Inclusion professional we would love to talk to you about how we can support your future plans. Our programmes are structured around three core specialisms of:

Inclusive Leadership.
Business Development and Performance.
Career Management.

Our programme content includes our Cultural Competence Programme, for Equality, Diversity and Inclusion Development, our Cultural Transformation Programme, for high and sustainable performance and our Accelerate Programme, for mid to senior career management development.

Sources:

Harvard Business Review : to sustain DEI momentum companies must invest in 3 areas

https://hbr.org/2022/11/to-sustain-dei-momentum-companies-must-invest-in-3-areas

Values I live by

Mon, 02 Jan 2023 09:20:05 GMT

We are delighted to welcome Viddhi Devani to ABSTRACT in the role of Learning and Development Programme Coordinator, starting in January 2023. We asked Viddhi to tell us about herself and why she was attracted to joining ABSTRACT.

Since a very young age, I was instilled with the core values of kindness; treating others the way you want to be treated, integrity; being honest, respectful, fair, and gratitude; to appreciate everything in life and never take anything for granted.

Being born to working-class parents in India, I moved to the UK at the age of 9 with my family. Growing up to see my parents work tirelessly hard to give us a ‘decent life’, seeing their struggles and efforts to give us better future, made me motivated at a very young age. I made a commitment to myself that I will live and breathe by the values taught to me.

Graduating opened up many doors for me. I applied my learnings and gained extensive commercial knowledge over the years as I grabbed every opportunity that came my way which allowed to grow myself. The professional knowledge I had gained taught me on building core transferable skills such as communication, teamwork, critical thinking, leadership, time management and people skills which are extremely important to employers. A recent article by Forbes ‘Why Soft Skills Are More In Demand Than Ever’ confirms soft skills provide career longevity as technical skills will change overtime but soft skills remain with you throughout your career.

My hard work allowed me to save up to travel. Traveling is something I absolutely love, and I think traveling is really important as it helps you immerse in different cultures and build connections with people which helps widen our perspective. While I was on my most recent holiday, I discovered I had been selected for an interview with ABSTRACT. Upon reading about their vision to make the corporate world a fairer place, and their aim to create leaders of tomorrow, I automatically knew I want to be part of an organisation who helped people grow not only professionally but also thrive personally. What better way to build those leadership skills than working with like-minded professionals who are helping businesses create the future leaders of tomorrow! I have attended a few interviews in the span of my career but the interview with the ABSTRACT team was something special where I was able to be my authentic self.

The whole team at ABSTRACT made the process extremely smooth and I felt a burst of positive energy while speaking to the team who really inspired me. I was over the moon when I received the amazing news that I had been offered the job and greatly appreciate this opportunity.

I see myself as a leader and my mother has been my role model. I sadly lost her one month before the pandemic, having suffered for many years battling with cancer. Her positive and ‘never give up’ attitude towards life gives me the motivation to succeed and shift my focus on what really matters. I want to be a role model to many young girls from every community, it doesn’t matter where you are from, what your background is, but, as long as you are willing to work hard, if you put your heart and mind to anything, the world can be your oyster. It is humbling to see that ABSTRACT have a track record of helping women and under-represented groups into leadership through their career management programmes .

Lastly, a quote which resonates with me:

"Your values create your internal compass that can navigate how you make decisions in your life.’’ - Roy T. Bennett.

I can truly say how lucky I am to have found an organisation which is purely based on values. I look forward to 2023 where I start my journey with the ABSTRACT family.

Care International Changing Lives

Mon, 19 Dec 2022 16:49:44 GMT

CARE International is a leading humanitarian organisation fighting global poverty, operating in over 100 countries.

Founded in 1945, they work around the globe to save and change lives, defeat poverty and achieve social justice. They place special focus on women and girls, because they believe we cannot overcome poverty until all people have equal rights and opportunities.

At ABSTRACT we have supported this charity for several years as it is a good fit for us as we promote equality, diversity and inclusion through our corporate learning and development programmes and also advocate for more women in senior leadership positions in business. Their objectives also align nicely with our aim of making the corporate world a fairer and better place.

If you are a client, delegate, associate or social media follower of ABSTRACT then feel free to take a look at their work or donate on their website here:

Care International : What We Do / Gender Equality / Educating Girls

https://www.careinternational.org.uk/what-we-do/gender-equality/educating-girls/

Care International : Donate

https://donate.careinternational.org.uk

New Year's Resolutions

Fri, 16 Dec 2022 07:10:20 GMT

Will you be making any New Year's Resolutions?

A New Year's resolution is a tradition, most common in the Western World but also found in the Eastern World, in which a person resolves to continue good practices, change an undesired trait or behaviour, accomplish a personal goal, or otherwise improve their behaviour at the beginning of a calendar year.

But how successful are they?

In a study a few years back, over a third of participants who failed their New Year's Resolutions admitted they had unrealistic goals, another third did not keep track of their progress, and 23% forgot about them. Around one in ten respondents said they had made too many resolutions! So can we help to make your resolutions or, if you prefer, your career plans for 2023 more realistic and achievable?

We asked our team of ABSTRACT expert facilitators and coaches to share their thoughts, ideas and any words of wisdom, based on many collective years of corporate, learning, coaching and life experience!

“Sometimes doing the right thing is not easy – the right thing can be the hard thing. Ask yourself – Am I doing the right thing, for the right reasons, in the right way and at the right time? If the answers are yes then it’s the right thing to do, although it may still be hard or brave to do it”

Jen Brown

“Think of your business or career as a boat. If you don’t turn on the motor and steer it in the direction you want it to go, then you are just at the mercy of the tides”

Paul Heath

“I often use an exercise of STOP. START. CONTINUE with my coachees. This helps focus the mind and articulate what is not working, what needs to start/change and what is working well”

Paula Melbourne

“One good way to set goals, especially for the New Year, is to think about how you'd like to improve your relationships with different aspects of your life. Then, come up with actionable goals that you think will make these relationships better and commit to them.For example, what is your relationship to your current lifestyle? What could you do in 2023 to improve your lifestyle? Turn your answer into a plan with actionable goals. Then commit to completing the actions”

Clay Lowe

“We all will have challenges and difficulties in our lives so try to think of the positives that we are fortunate to have and invest in these. Take regular time to do something fundamental yet valuable with a loved one - breakfast with the kids, school run, tea & chat with your parents - but do it regularly not one off”

Mark Fryer

“Make the effort to widen your gaze, it’s a big world out there; and don’t forget you count too; look after yourself so you can continue being others strength”

Lou Nicolaou

“Self care isn’t selfish – recognising that to be the best version of myself for others then this is a non-negotiable ingredient”

Shona Marshall

“Be healthily selfish and make time for yourself and your development in 2023”

Charlotte Cameron

“Nourish your desire for learning and nurture the insights you gain”

Sue Liburd MBE DL

If you’ve been on an ABSTRACT learning and development programme, I expect we will have encouraged you to complete a commitment planner. We believe the act of committing your desired outcomes to print, whether hand written or electronically, increases the chances of you making it actually happen. It helps us to properly define them, makes us think about what is a realistic target, and what steps we need to take to achieve it.

As for ABSTRACT, we resolve to make the corporate world a fairer and better place through our learning and development programmes. So best wishes for 2023 and if you, your team or your organisation need some help to achieve your aspirations for the year ahead then please do get in touch.

The FCA report on approaches to Diversity & Inclusion in financial services

Tue, 13 Dec 2022 12:22:45 GMT

The Financial Conduct Authority (FCA), who regulate the conduct of 50,000 firms in the UK, published a report in December 2022 on the approaches to D&I (Diversity & Inclusion) in financial services. In this report, the FCA observed how financial services firms are designing and embedding D&I strategies and detail initiatives that industry leaders can consider in reviewing their own strategies.

Some of their key findings that we found interesting are:

· Very few firms seem to have understood diversity and inclusion as a fundamental culture issue. Generally, the FCA found much less understanding of and focus on building inclusive cultures than on actions to measure diversity and address specific issues.

· The firms that the FCA spoke to are most focused on addressing gender representation, with ethnicity now starting to receive more attention. Other demographic characteristics receive much less attention. This is certainly in line with ABSTRACT’s own experience of working with clients in this sector.

· By and large, firms were open and candid about the challenges they are facing and are focused on achieving meaningful progress. However, they saw evidence that a compliance based approach, rather than a genuine commitment to diversity and inclusion, is driving some firms strategies.

The FCA found that some firms had launched numerous initiatives but had yet to see substantial improvements and suggested that possible reasons for this might be:

> Diversity and inclusion initiatives take longer to deliver a visible impact than expected.

> Diversity initiatives alone, without meaningful cultural change driven from the top to embed them and drive inclusion, will not tackle

diversity effectively.

> Some diversity and inclusion initiatives are not effective in delivering change.

It was the FCA’s view that firms are likely to struggle to make sustainable, meaningful change without greater attention to culture, including a long-term plan to deliver change, backed by senior level commitment.

At ABSTRACT, we are working with leading organisations to close the gap between good intention and desired outcomes through cultural transformation. We develop leaders to cultivate a new level of awareness and create an environment of conscious inclusion. We will help to reshape your thinking and inspire you to take action. Get in touch to find out how.

Resources:

FCA: Understanding approaches to D&I in financial services

https://www.fca.org.uk/publications/multi-firm-reviews/understanding-approaches-diversity-inclusion-financial-services

ABSTRACT: Equality, Diversity & Inclusion Development

https://www.abstractuk.co.uk/equality-diversity-and-inclusion-development

How To Create Powerful and Fearless Business Teams

Thu, 08 Dec 2022 16:26:31 GMT

So how can you create a powerful and fearless business team that is fit for today’s post pandemic working world?

ABSTRACT’s latest programme will help you, your team and your organisation to do just that. Its content has been informed by our extensive research and development, knowledge from working with clients across a range of sectors plus our personal collective experiences in business, elite sport and the media. It will help you to build a modern organisation fit for today’s social objectives.

In this programme, that forms part of our Business Development Series, we share ABSTRACT’s Eight Key Principles of Powerful and Fearless Business Teams, bringing depth and meaning to each component and providing our top tips in the workplace for each principle.

Through this you, your team or your organisation will create a common purpose and vision, identify the key behavioural indicators that flow from your vision, form a psychologically safe environment, implement the right behaviours, engender mutual accountability and develop a collective clarity of thought and direction. We also encourage participants to have fun and celebrate their successes together.

Sounds simple doesn’t it? Well it is simple. But it’s not easy! And it is so rarely achieved in business.

ABSTRACT can help. We are experts in behavioural change. We empower people and teams to become more effective and harness their full potential, embedding behavioural change for permanent improvement. We were a Gold Winner at The Learning Awards 2021, in partnership with our client 7IM, for a cultural change programme. We were also shortlisted for the Inclusive Awards 2022, in the category of D&I Consultancy.

Our How To Create Powerful and Fearless Business Teams Programme can be delivered face to face or virtually by our highly skilled expert facilitators. Like all our programmes, it is designed to be interesting with key learnings for practical application. It will provide you and your team with multiple actionable insights to enable your organisation to develop strong and considerate leaders and create a powerful and fearless team, equipped and ready to achieve your future plans.

More details can be found here on our website, under Our Programmes: www.abstractuk.co.uk/our-programmes

Get in touch with me at nick@abstractuk.co.uk or with any member of our ABSTRACT team to find out how and to arrange a free consultation.

Inclusive Awards 2022

Fri, 02 Dec 2022 11:41:03 GMT

On 1st December in Manchester, The Inclusive Awards arranged by Inclusive Companies celebrated organisations and people in the business community who have gone above and beyond to improve the lives of others in workplaces and communities around them.

The Inclusive Awards recognise employers that unite workforces and challenge discrimination, applauding those for their work against inequality. The event was hosted by TV Presenter and Journalist Naga Munchetty.

Due to the pandemic, this was the first time these awards have been run since 2019 and it was truly inspirational to be in the company of so many who work tirelessly to remove barriers and put diversity at the heart of their workplaces.

ABSTRACT were thrilled to be shortlisted in the D&I Consultancy Award category and our Non-Executive Director, Sue Liburd MBE, a previous winner of the Champion of Inclusion Award in 2019, was delighted and honoured to present the Chief Executive of The Year to Caroline Frankum, Global CEO of Kantar Profiles.

The Inclusive Awards also announced their Diversity Power List, honouring 50 of the most profound champions of inclusion, diversity professionals and D&I Leaders across the UK and The Top 50 Inclusive UK employers list.

We are proud to have been recognised by The Inclusive Awards. Congratulations to all the winners, shortlisted nominees and the individuals and organisations recognised. If we can help then please do get in touch.

Thanks also to Paul Sesay, CEO and Founder of the Inclusive Awards, and his team. The full list of winners and announcements is here: https://inclusiveawards.com/2022winners/

Executive Development Programme - Leadership Coaching and Development

Wed, 30 Nov 2022 21:28:09 GMT

For the last in our series of news blogs about our learning and development programmes, we turned to our CEO, Andy Nicol. As a former professional sportsman, for club and country and past Captain of the Scotland International Rugby Team, Andy has experienced a lot of coaching in a sporting environment. But how does this compare to the business world?

“In my previous life as in international rugby player, coaching was everywhere and had the highest level of importance. In any sporting organisation, the head coach is a bigger name than the CEO. Followers of football all know that Pep Guardiola is the head coach of Manchester City but who knows who the CEO is??

There is so much coaching, maybe too much, and every component skill has a coach attributed to it. In my sport of rugby, there are coaches for attack, defence, scrum, lineout, passing, kicking, fitness, specialist skills; the list is endless. Sir Clive Woodward brought in a ‘vision’ coach to help his players with their peripheral vision! In business, the coach or having a coach is seen as a luxury and only for those destined for greatness. I think we need to redress this imbalance and encourage more people in business to want to engage with a coach. It could be an Executive Coach who has a broad spectrum of experience and expertise, but it also can be a specialist coach. Maybe someone who needs coached on public speaking, presentation skills, how to network.

The need for a coach can be short-term to learn a skill and you move on to the next one. It should not be seen as a luxury but part of an individual’s personal development. Lionel Messi might be the best footballer in the world, but he still has many coaches to help him prepare for the Football World Cup. If it works in sport it must work in business”.

Our Executive Development Programme high-level journey in 3 moves:

Professional Will and Personal Humility

Visible Presence with Effective Communications

Key Behavioural Indicators

The Key Learnings with application are:

Being a good coachee 
Heightened self-awareness 
Refining self-management 
Being surrounded by the right people
Operating with the right behaviours
Creating the right environment

For more information about these and other ABSTRACT programmes contact us today nick@abstractuk.co.uk

Women in Leadership in the UK and Ireland

Mon, 28 Nov 2022 17:59:20 GMT

In the UK, the 50 largest private companies, as well as all FTSE 350 organisations, have been invited to share the gender break down of their leadership teams for analysis by the government-supported FTSE Women Leaders Review according to Personnel Today.

FTSE Women Leaders Review, the successor to the Hampton-Alexander and Davies reviews, announced that it would be extending its remit to include the largest non-listed businesses.The review, an independent, business-led framework, sets recommendations for Britain’s largest companies to improve the representation of women on boards and the two leadership levels below.

They are encouraging organisations to submit their leadership data on a voluntary basis, with the aim of driving progress in gender diversity. The data will be published in their next annual report in February. FTSE 350 companies have been set voluntary targets towards achieving gender parity, including having a minimum of 40% women on boards and leadership teams by the end of 2025 and at least one female chair or senior independent director role on the board, and/or one female chief executive or finance director.

In Ireland, mandatory Gender Pay Gap reporting requirements for employers with 250 or more employees starts in December 2022. Ibec, a group that represents Irish business, has published a new guidance report to support businesses in gender pay gap reporting. The national gender pay gap in Ireland is estimated to be 11.3% according to Eurostat figures (2019) compared to an EU average of 13%. Earlier this year the EU announced it would require listed companies with more than 250 employees to have at least 40% female representation among non-executive directors, or show they have transparent procedures in place for the selection and appointment of board members.

Ibec’s Gender Pay Gap Guide suggests seven measures to address the gender pay gap under these headings:

1. Recruitment and promotion practices

2. Balanced development practices

3. Flexible working culture

4. Pay transparency and negotiations

5. Performance management

6. Shared caring responsibilities

7. Check the culture

The balanced development practices detailed include “Consider introducing leadership development programmes for high potentials that have clear goals towards not only skills development but advancement opportunities”.

This is the area that ABSTRACT can help most. We have a track record of helping more women and under-represented groups into leadership through our career management programmes. More details of these can be found here on our website, under Our Programmes: www.abstractuk.co.uk/our-programmes

We have delivered two events from our webinar series this year in partnership with Ibec, Biopharmachem Ireland and The 30% Club on 1. How to Improve Diversity of Thought and Respect and 2. How Psychological Safety Creates High Performing Teams.

So if you, your team, company or organisation need some help to achieve your aspirations for a better balanced leadership team then do get in touch with any member of our team or via our website. Or you can contact me at nick@abstractuk.co.uk

Further Resources:

Personnel Today - FTSE Women Leaders Review Scope Increased

https://www.personneltoday.com/hr/ftse-women-leaders-review-scope-increased-gender-diversity/

Ibec Gender Pay Gap Guide:

https://www.ibec.ie/connect-and-learn/media/2022/11/15/ibec-launch-new-guidance-note-on-gender-pay-gap-reporting

High and Sustainable Performance

Fri, 25 Nov 2022 11:11:02 GMT

Our Managing Director, David Nikolich is our founder and the creator of our award-winning learning and development programmes. We asked David for his thoughts on how our Cultural Transformation Programme can help companies achieve High and Sustainable Performance:

“Imagine working for a Company where the CEO inverts the archetypal structural pyramid and serves their people to serve their clients. Where the organisational vision, purpose and values are not just a collection of words for recital, but are carefully crafted paradigms to be truly lived. Where the aspiration of working within high performing teams is a regular focus and consistently realised.

For all of the above to exist, it has to be underpinned by a tangible and brilliant culture. Your culture is constant work in progress and just when you think it’s where you want it to be, it moves again within the shifting dynamic of business.

A brilliant culture is like a magnificently tendered garden. It doesn’t happen overnight, it takes a lot of attention from many people, though it can quickly become infiltrated with weeds if left unattended.

Don’t be fooled into thinking brilliant cultures are soft… they are not. People are still intentionally held to the highest account. Our experience also tells us that your culture is only as good as the worst behaviour you are willing to tolerate. Therefore, your lowest acceptable bar (deliberate or unintentional) acts as a vortex for others to gravitate towards.

You may be forgiven for thinking that perfect cultures are the stuff of legends or that mythical unicorn often referred to when chasing our work dreams. Although still extremely rare, we know these cultures do exist within business because we have helped create them!”

Our Cultural Transformation Programme high-level journey in 3 moves:

Creating VPVP’s and Accompanying Strategy

Forming Inner Circles and Culture Hub Behaviour

Setting Management Practices and Peer Coaching

The Key Learnings with application are:

Identifying performance objectives and metrics that flow from the vision
Developing a blend of complimentary people, abilities, and skillsets
Forming an appropriately safe environment
Establishing a strong commitment to how the work is done
Driving individual and mutual accountability in equal measures
Harnessing consistent and purposeful leadership throughout the team

For more information about these and other ABSTRACT programmes contact us today nick@abstractuk.co.uk

Spare a thought for your quiet quitters.

Mon, 21 Nov 2022 12:46:29 GMT

Who remembers the quiet quitters? According to our well-placed sources (okay, a recent Guardian think piece ) this group of disengaged, disinterested and demotivated salary-slackers have caught wind of the economic downturn, and are retuning their strategy to guard against the risk of downsizing. They’ve now turned up the volume to become ‘loud labourers.’ This new approach involves talking about how much work they’re doing at the expense of, well, doing the actual work.

Of course, joking aside, employee motivation is a lot more complex than the click-bait headlines we’ve seen over the last few months. Demotivated employees avoiding work is not a new concept, even if the fad terminology is. So what is really going on behind the headlines and hashtags? Are our people coping with the pressures of work? And what can we do to help them thrive? Let’s take a look.

A global downturn in engagement.

According to this year’s Gallup Global Workplace Report , employee engagement and wellbeing are palpably stagnant. It’s a global issue, true, but the UK is faring worse than most of our neighbours. In fact, Gallup’s findings rank us down in 33 ^rd place out of 38 European countries, with only 9% of UK workers stating they were engaged in their work.

Overall, Gallup also found that employee wellbeing levels had dropped 5% since the pandemic.

Aside from the mental health burden for those people who are struggling to engage with their jobs, wellbeing is a growing expense for their employers too. A study by Deloitte estimated that poor wellbeing costs UK firms up to £45 billion a year.

Whether you want to point the finger at people quietly quitting, loudly labouring, or whatever else the media decides to call it, the reality is that wellbeing, disengagement and exhaustion are biting hard for many people in our organisations.

It’s a problem that needs a serious solution. After all, we’re going to need our people to be at their best if they’re going to guide us through the emerging economic downturn.

How can you prioritise wellbeing and engagement?

Develop leadership skills that enable a positive working culture. Equipping your leadership with the kind of soft skills required to inspire their teams is critical to building a healthy, and engaging, working environment. Our award-winning Critical Thinking Programme focusses on developing leaders who can be effective coaches, with the ability to make every member of their team feel valued, supported and heard. These skills have never been more crucial.

Build resilience. It’s no surprise that ‘Permacrisis’ has been voted Collins’ word of the year for 2022. And it’s rather apt, unfortunately. The truth is, people have weathered crisis after crisis in the last few years, and will likely have to face a few more yet. We can’t change that, but through courses like our Health and Wellbeing Programme , we can give your people vital tools and insights that will help them deal with stress more effectively, build their confidence, and become more resilient to challenging circumstances.

Now is not the time to quietly quit your investment in your people’s wellbeing. Contact us, and let’s discuss how we can support your people to thrive during these challenging times.

Forming Better Judgement and Decision Making

Fri, 18 Nov 2022 10:52:53 GMT

We asked our Commercial Director, Mark Fryer, how our Critical Thinking Programme can help individuals and organisations to form better judgement and improve their decision making:

“For several years now ABSTRACT has been researching and learning how people make decisions. We have looked in depth at the human brain and studied people at various levels of seniority in the Military, Financial Services, BioChem, Pharma, Sport, Media, Clinical Manufacturers, and Politics and more. By thoroughly understanding the factors that influence decision making, we can teach people how to make better decisions to meet their goals.

The Hogan principle states character drives judgement, judgement drives decisions and decisions drive business. We like this! Even not making a decision is a decision.

Nearly every person we spoke with when asked “how do you form judgement and make decisions?” responded with – “gut-feel”, “intuition” and/or “experience”. This trend in our respondent’s answers led us ultimately to the brilliant research by Daniel Kahneman. In his book Thinking, Fast and Slow, he describes “gut-feel” and “intuition” as fast thinking which is based on recognising the familiar from our life experiences and therefore ‘intuitively’ knowing how to act. All this intuition is stored in the System 1 part of our brain and serves us well, the majority of the time. It is the System 2 part of the brain that we need to activate and mobilise to achieve new thinking and even better decisions.

Consider this amazing fact, the typical person has 80,000 thoughts and experiences a day which, applying Kahneman theory, is all filed away for future reference embedding itself eventually in System 1. Applying this to the average-aged person that we spoke to in our research, means they will have had nearly 1,022,000,000 thoughts and experiences, many of them different to yourself, that will influence their ‘gut reaction’.

No wonder people find it hard to agree!

In our modern era of cooperation, collaboration, and inclusivity it is vital that we develop improved ways of working together as teams to drive business forward. At ABSTRACT we have created interesting and applicable tools and models to improve Judgement & Decision Making whether that be for individuals, teams or whole departments”.

Our Critical Thinking Programme high-level journey in 3 moves:

Aligning Character

Forming Sound Judgement

Making Excellent Decisions

The Key Learnings with application are:

Understanding that Character drives Judgment
Appreciating that Judgment drives Decisions
Being confident that Decisions drive Business
Using the brand-new ABSTRACT models well
Becoming proficient with the new language

This programme can be designed according to your specific business needs.

For more information about these and other ABSTRACT programmes contact us today mark@abstractuk.co.uk

Leave room in your budget for L&D

Tue, 15 Nov 2022 11:04:53 GMT

With the Bank of England predicting an extended recession, top-level discussion naturally turns to cost-savings and budget cuts. However, the playbook that has guided businesses through previous downturns is no longer equipped to lead us through the current crisis. To that end, let us present our humble case for maintaining your investment in L&D, even as you look for ways to reduce your expenditure.

Business as un-usual.

‘It’s business as usual’ isn’t a phrase anyone can say with a straight face these days. Three years of lockdowns, supply shortages, and economic shocks have meant there’s no such thing anymore.

People are frazzled by years of breaking news, and with recession looming, we’re now going to be asking them to do more with less. To make that work, your teams are going to need new skills, and a lot of support. Ultimately, the buoyancy of your bottom line is going to depend on how well equipped those people are to navigate the coming challenges.

L&D is a crucial tool for supporting, inspiring and retaining your people – one that comes with a measurable ROI. For example, through:

Building the skills that will get you through the downturn. Many of your managers may have been too junior to have led people during the last major recession. They may lack the skills, experience and knowledge to know how to stretch a tight budget. They may need to focus on finding new ways to inspire their teams during challenging times. Upskill your managers, and you’ll equip them with the crucial skills required to support their teams to thrive, even in the face of uncertainty.

Strengthening retainment. Research by Oxford Economics and Unum point to the financial impact of replacing someone who resigns from their role at just over £30k. One of the best ways you can strengthen loyalty, engagement and ultimately retainment is to invest in your people’s career development. In fact, one LinkedIn study found that 94% of people stated they would remain with a company longer if their employers were investing in their career development.

Driving up morale. When you close off development opportunities to your people, you’re sowing doubt about the future. When people see investment dwindle in their professional development, they begin to fear their jobs may follow. And that leads to further stress, uncertainty, and disengagement.

Priming your business to thrive once the downturn is over. In the short term, it’s understandable that businesses need to focus on minimising overheads. Of course, a longer-term strategy must prepare for the times when conditions improve. Eventually, growth will return. If you cut your professional development spending now, your people will struggle to grasp the opportunities that arise as the upswing starts.

ABSTRACT’s training and development programmes were built for these times.

Our range of award-winning courses are designed to equip your people to thrive during challenging circumstances. They’re a key part of any strategy to retain and engage people. In fact, when it comes to assessing your budget, L&D should be seen less as a source of cost, and more as an investment for generating revenue.

ACCELERATE - Career Management Development

Thu, 10 Nov 2022 09:44:48 GMT

Our Programme Manger and delivery lead, Anne Clarke, has led and guided hundreds of women and many men through our ACCELERATE Programme. We asked Anne to tell us about the programme.

accelerate

/əkˈsɛləreɪt/

verb

verb: accelerate; to move more quickly or to make something happen faster or sooner

Testimonial - 'Life changing'

We often receive feedback about our award winning ACCELERATE programme that it has changed peoples lives!

This programme has been meticulously researched and designed to fill the career skills gaps that will quickly help to accelerate a person’s career, if applied correctly.

At ABSTRACT we are passionate about people developing themselves to ensure they remain relevant and stay ahead in this rapidly changing market. We will explore and inspire participants to focus on being at their best, by building superior confidence, encouraging them to engage in organisational politics, maximise their personal brand and get support from sponsors and mentors to ensure they are ready to take on their next role. Talent alone is not enough and these areas are critical to their success in life.

In addition to getting access to our programme, we provide support through personalised coaching. We are passionate about developing each delegate as a person, challenging them to move more quickly and to proactively make things happen.

It is hard to miss the accelerating pace of change, however we encourage them to embrace it.

We encourage delegates to fully take the opportunity to invest in themselves with their time and personal commitment. We ask the cohort to collaborate together to share new and innovative solutions that will make a real difference to them and their lives. Through ACCELERATE, we have created a community that are leading and driving changes for themselves. After attending this unique programme, they will drive their future faster to reach their desired destination. Our skilled presenters provide structured and self directed learning to equip people with the skills, knowledge and commitment to kickstart the next phase of their development journey. We will unlock their curiosity, energy and passion. We say “to be your best, focus on you and reimagine the possible”.

Our ACCELERATE Programme high-level journey in 3 moves:

Self-Awareness

Self-Promotion

Self-Control

The Key Learnings with application are:

Promote diversity
Help close the gender pay gap
Encourage business area cross fertilisation
Develop the talent pool at middle management
Build equal opportunities succession plan

For more information about these and other ABSTRACT programmes contact us today anne@abstractuk.co.uk

Understanding and developing psychological stamina.

Mon, 07 Nov 2022 17:34:49 GMT

Your employees have a lot on their plate right now, and I’m not even talking about the work they do for your business. The pandemic may have faded into the background, but there’s plenty of political turmoil, economic events, and global issues that are having an impact on people’s mental wellbeing in 2022. And against this backdrop, we’re expecting our employees to adjust to hybrid and remote models of working. It’s no surprise we’re seeing higher rates of burnout and resignations throughout the country.

At ABSTRACT, we can’t control the wider issues, but we can develop your people’s psychological stamina and their wellbeing, so they can remain strong, engaged and focused, even in times of uncertainty, change and upheaval.

So how do you strengthen your psychological stamina? Here are some top tips from the ABSTRACT team’s learning and development programmes.

Test. Learn. Test again. Be open to trialling new things, and don’t be afraid if they fail. As long as you’re paying attention to what does – and doesn’t – work, and continually adapting your approach, a fail is just a chance to learn and improve.

Develop new skills. It’s easy to become frustrated and anxious as you try to meet your own expectations, and the expectations of others. Finding ways to access small segments of new knowledge, and gaining additional skills, will help keep your mind fresh, and opens you up to new methods of approaching your work.

Understand your rhythms. Most people can’t work flat out, day in, day out. Yet it’s easy to get into this cycle. Science tells us we’re most productive when we focus for ninety minutes at a time, followed by a twenty-minute break. That time can be spent on rest, distraction, or even turning our mind to a less demanding task.

Develop a framework. It’s important to know what is required from you, and when it needs to be delivered. If you know that, you can prioritise your most important tasks, and then decide

whether those activities are better suited to home or office working. That way you can figure out when and where you’re going to work at your best that week.

Develop a wide network. Creating a flexible network of peers across business functions has never been more important. So if you find yourself at a flexi-desk surrounded by strangers from different departments, don’t worry. See it as an opportunity. Introduce yourself, make a connection. The networks you build now could provide opportunities for progression, collaboration and of course friendship that could benefit you in many unexpected ways throughout your career.

Don’t just live for work. What do you do to celebrate successfully completing a challenging project? If you’re struggling to find an answer to this question, it’s time to rethink your purpose. What matters to you beyond work? What are your guilty pleasures? Making sure you take the time to indulging your outside interests won’t affect your ability to work. In fact, it will help you sustain your psychological stamina. After all, being able to take your head out of work mode will help your mind relax, recalibrate and refresh. And that means you’ll be ready for the next professional challenge that comes your way.

Building psychological stamina is more important than ever right now. ABSTRACT can help your people develop the endurance necessary to thrive during challenging times. Contact to us today.

Further details about our Health and Wellbeing and Hybrid Working Programmes can be found here >> https://www.abstractuk.co.uk/our-programmes#INCLUSIVELEADERSHIP

Self Management and Care in the Workplace

Fri, 28 Oct 2022 13:45:00 GMT

We asked Andy Nicol, our CEO, former player and Captain of the Scotland International Rugby Team and BBC Sport Pundit, to share his thoughts on Health and Wellbeing and why they are important?

Self Management and Care in the Workplace

“How is your Health and Wellbeing? Everyone would answer this question differently because we are all different. Some would focus on the health part; others on the wellbeing part. Some would combine them together and give a holistic answer. It is very situational. If you are dealing with a medical issue, whether it is large or small, you are likely to focus on the health part but if everything is fine with your health-wise, then you will focus on the wellbeing for your answer. Let me focus on wellbeing for a moment. Wellbeing is not just one thing. We may talk about wellbeing in the singular and it sounds like it is just one thing that you need to address. The reality is that wellbeing is made up of many different elements and you need to ensure that you are looking at all these elements, not just the obvious ones. At ABSTRACT, we make the complex simple. We take complicated subjects like wellbeing and we break it down in to its component parts; thus making it easier to understand which part of wellbeing that you need to address. So many people focus on the physical element because it is right there in front of your eyes but what about the environmental or social element to wellbeing? They are right in front of your eyes as well but sometimes we choose not to look there. By looking at Wellbeing in this way, it will allow you to be much more in control of the situation with a clear understanding of what you need to do to improve your own individual and unique sense of wellbeing”.

Let’s have a look at our Heath and Wellbeing Programme to find out more.

Our Health and Wellbeing Programme high-level journey in 3 moves:

Embracing the Power of Choice

Envisioning Optimal States

You’re in Control

The Key Learnings with application are:

Understand the key elements of health and wellbeing
Engage the power of choice
Build stronger resilience
Utilise circles of influence
Control cognitive construction
Realise personal growth

For more information about these and other ABSTRACT programmes contact us today nick@abstractuk.co.uk

AMBITION - Junior Career Management Development

Mon, 24 Oct 2022 15:59:08 GMT

We asked our Programme Manager and delivery lead, Anne Clarke, to tell us about the Ambition Programme and why she thinks ambition is important for delegates and employers.

ambition

/amˈbɪʃ(ə)n/

noun: ambition;

a strong desire to do or achieve something.

Attendee feedback – ‘Fantastic refocus on my purpose and ambition – if not you then who and if not now then when’

This programme focusses minds to be clear about individual purpose, what they want from their careers and ensures they achieve their potential. People tend to leave the programme with more confidence to take control together with the clarity about what they want, who they need and what to do to get what they want.

To be the best version of you both personally and professionally you need to have ambition. Following your dreams and achieving your goals are critical to you being your best.

Our self-development programme, called AMBITION, has been designed to support participants to face challenges and grow, pushing them towards their dreams. It awakens their desire to get further and further into that journey. A person’s ambition is related to their feelings, emotions and desires, as well as having the energy necessary to achieve their goals, whether it’s in the personal, social or professional arena. Ambition is the perfect ingredient for success and our programme will assist delegates to be successful – whatever that means to them. Everyone has their own parameters for success, happiness and personal fulfilment. It will depend on their perspective, priorities and ideas of happiness. Through this programme, we will help you explore your values and be clear about what is important to you at this moment in time. You may be looking to change career, adapt to changes at home, work or socially, to achieve that best version of you. We will help you to face your fears and take the first step to your happiness, supporting you to take action with determination and courage.

AMBITION has been designed and successfully delivered by ABSTRACT as an early to mid career development programme. Attendees will typically be in their early careers or intermediate managerial roles and are likely to have been identified as future stars with high potential. AMBITION is a standalone programme and also a forerunner to our award winning ACCELERATE programme. The primary objectives of our AMBITION programme to identify and support early careers talent, develop career management skills and develop growth in readiness for promotion. Throughout AMBITION participants will experience moments for self-realisation, undertake creative assessments and be given the tools to design their future self.

Our Career Management Programme high-level journey in 3 moves:

Personal Realisation

Creative Assessment

Self-Designed Future

The Key Learnings with application are:

Identify and support junior employees
Develop career management skills
Develop growth and promotion readiness
Retain emerging talent
Support the progression of under-represented groups

For more information about these and other ABSTRACT programmes contact us today mark@abstractuk.co.uk

Relationships in Business

Tue, 18 Oct 2022 13:26:07 GMT

Our Commercial Director, Mark Fryer, enjoyed a successful career in banking and financial services during which time he led many sales and relationship management teams.

We asked Mark to share his thoughts on our Relationships in Business Programme:

“In every interaction with your client(s) you will either enhance or diminish your reputation, there really is no neutrality!

For the faint hearted the statement above can be interpreted as a terrifying principle and you would be forgiven for avoiding all contact for the fear of getting it wrong. We all know that avoiding all contact is clearly not the best tactic and whatever our job title may be we are all actually Relationship Managers in business – even if we deal mostly internally with stakeholders – and so it can be the difference between succeeding or not.

Fear not, there is help at hand and let’s first consider the 5 tenets of a successful business model. Simply;

Personal convenience
Perceived value
Unique or quality products
Repeatable or quality service
Emotional connection to that person

Let me share an example to try to bring this to life. In 2005, I was lucky enough to stay, whilst on business, in a 5-star hotel. Everything was as you would rightly expect of a 5-star hotel – the rooms, the facilities, the finest décor, good service – it met the 4 factors listed above. I was on a health drive at the time and had an hour to kill. So, I went for a run along the sunny sea front promenade and 30 minutes later walked into the lobby appearing very

hot and sweaty. The concierge spotted me and approached me like a shot. I fully expected him to politely advise me to enter via the side door or take a moment outside to cool down so as not to cause any embarrassment for anyone. Instead, he proceeded to unroll a cold towel, wrap it round my neck, hand me a chilled bottle of water and he quipped “good run, champ!” Here I am relaying the story 17 years later and only fair to give them a plug – Hotel Arts @ Barcelona. He created a critical non-essential emotional connection for me.

It is this fifth tenet ‘emotional connection’ principle that is your secret weapon – and that person is you. You as in your behaviour, your proactivity, your thoughtfulness, your decision making, your character, your influence, your confidence, your brand all wrapped up in your authentic self to deliver your business proposition and create that secret emotional connection.

ABSTRACT have it all wrapped up and ready to go for you and your teams with our Relationships In Business Programme”.

Our Relationships in Business Programme high-level journey in 3 moves:

Relaying Fundamental Business Principles

Establishing Key Stakeholder Investment

Influencing Others and Consultative Selling

The Key Learnings with application are:

Defining yours and your client’s purpose
Leveraging the psychology of sales
Building presence and credibility
Forming unbreakable relationships
Learning the art of consultation
Managing your business like a franchise

For more information about these and other ABSTRACT programmes contact us today mark@abstractuk.co.uk

CEO’s expect their focus on equality, diversity and inclusion to increase over next three years

Fri, 14 Oct 2022 08:46:30 GMT

CEO’s of major influential companies expect their focus and scrutiny on equality, diversity and inclusion to continue to increase over the next three years.

This is according to KPMG’s recently published 2022 CEO Outlook Report that caught our attention. The report draws on the perspectives of 1,325 global CEO’s and provides insight into their 3-year outlook on the business and economic landscapes. The survey also reveals shifts in their growth strategies and viewpoints.

It suggests CEO’s are balancing the need to build resilient and transparent Environmental, Social and Governance (ESG) plans with the prevailing economic conditions. International businesses are seeing a major focus put on the social aspect of ESG, with over two-thirds of them believing that progress on inclusion, diversity and equity has moved too slowly in the business world, and nearly three-quarters thinking that scrutiny of their performance in this area will continue to increase over the next 3 years.

ABSTRACT’s MD and founder, David Nikolich, observed “It’s great to see how well ESG features with CEO’s in KPMG’s research, which is most encouraging. There’s one particular set of research points that we found fascinating”:

Investment – CEO’s main objectives are to become more sustainable… So, for some firms this could be new investment and for others, a redistribution of existing investment.

Key Drivers – Firms are generally unsure of what these are… So, ED&I could be the obvious poor relation when it comes to prioritisation and securing a decent portion of investment.

Articulating Their Story – Firms need to create a compelling case to stakeholders… So, this needs to begin with Equality, Diversity and Inclusion to improve prioritisation and secure business focus and investment in that area.

Equality, Diversity and Inclusion development is a key part of our ABSTRACT proposition. We develop leaders to cultivate a new level of awareness about themselves and others, develop their inclusive leadership brand and become culturally competent. We are delighted to have been shortlisted for the Inclusive Awards 2022 in the Diversity & Inclusion Consultancy category.

You can find further details here:

ABSTRACT Equality, Diversity & Inclusion Development

https://www.abstractuk.co.uk/equality-diversity-and-inclusion-development

KPMG 2022 CEO Outlook Report

https://home.kpmg/xx/en/home/insights/2022/08/kpmg-2022-ceo-outlook.html

Get in touch with David Nikolich at david@abstractuk.co.uk , Nick Goddard at nick@abstractuk.co.uk or with any member of our ABSTRACT team to discover how we can help.

Ten top reasons to invest in your people

Mon, 10 Oct 2022 16:24:18 GMT

This is the time of year when many HR, learning and business leaders will be thinking about their plans and budgets for the year to come.

It feels like this is even more the case just now after two years of pandemic disruption and with many organisations and their people still coming to terms with operating in a more hybrid working world coupled with high staff turnover and difficulties recruiting the right people.

So here is a reminder of ten top reasons why investing in the development of your leaders, managers and people may be timely and cost effective:

1. Better employee retention

2. Attracting quality new people

3. Boosting workplace and team morale

4. Creating a more flexible and adaptable workforce

5. Enhancing the capability and impact of your managers and leaders

6. Increasing Productivity and improving commercial relationships

7. Better risk management and decision making

8. Redefining your company vision, purpose, values and personality

9. Support the wellbeing of your people

10. Providing your people with the tools and ambition to accelerate their careers

At ABSTRACT we offer a range of bespoke learning and development programmes delivered around three core themes of Inclusive Leadership, Business Development and Career Management. Our programmes can be delivered on a blended basis, virtual and face to face, by our team of experts.

Our approach is to work in partnership with our clients through a five stage process of:

Consultation

Research and Development

Design and Build

Delivery

Evaluation

Further details are here: www.abstractuk.co.uk/our-programmes

Get in touch with me at nick@abstractuk.co.uk or with any member of our ABSTRACT team to find out how and to arrange a free consultation to discuss your 2023 plans.

Fit for the Future

Tue, 04 Oct 2022 13:09:58 GMT

We asked David Nikolich, our MD, founder and the creator of our award-winning learning and development programmes, to share his thoughts on how our Hybrid Working Programme can help organisations get ready for the future of work.

“So, all we have ever known about coming to work gets blown away overnight with the introduction of lockdown at the start of the recent pandemic. How’s that going to work we all shouted in unison. Well, it did work, and for many we adapted so well that we no longer entertain the idea of going back into the office, unless we must.

But that’s not the whole story...

There are several reasons to foster a hybrid culture and most of them revolve around the employees. We have unwittingly become insular machines, producing copious amounts of workloads every day from our carefully designed or makeshift offices. In the long term though, we need more.

By shifting the balance between home and office life, we integrate and collaborate better. We break down our self-imposed silos. We inadvertently create more self-development time and pass that on by nurturing others. We lead with new conversations and gain confidence in other areas.

So, what’s the trade-off? The commute into the office of course and perhaps the idea that the people you want to connect with will probably be at home that day. This is where we encourage you to work on changing the narrative; Those stories we tell ourselves to justify our actions for an easier or quieter life.

Our Hybrid Working Programme has helped businesses empower their people to become the new role models of the future.

Our Hybrid Working Programme high-level journey in 3 moves:

Fostering Hybrid Culture

Shifting the Balance

Breaking Down Silo’s

The Key Learnings with application are:

Leading confident conversations
Creating psychological safety 
Being role models and effective hybrid collaborators
Nurturing others 
Managing the changing work culture 
Demonstrating visible commitment

For more information about these and other ABSTRACT programmes contact us today david@abstractuk.co.uk

Equality Diversity and Inclusion Development

Wed, 28 Sep 2022 12:26:57 GMT

We asked ABSTRACT’s Non Executive Director, Sue Liburd MBE DL, to share her thoughts on inclusive leadership and how our Cultural Competence Programme can help organisations;

“Management literature is brimming with thoughts, opinions theories and models about the role and key competencies of leaders within organisations. In the fast paced and continuously adaptive world it is postulated that leadership is one of the most influential predictors of employee innovation, employee engagement and organisational development. Organisations are increasingly reliant on diverse, multicultural, and multidisciplinary teams to deliver its objectives. However, the act of bringing diverse groups of people together does not lead to team or departmental performance, it requires a specific type of leadership, referred to as inclusive leadership.

Inclusive leadership is emerging as the modern-day leadership front runner. It is deemed to be the critical capability in helping organisations respond to both the needs of its diverse talent and ever increasing and demanding diverse customers. The success of inclusive leadership lies in addressing the fundamental human needs of people which emerge when we join or belong to groups of others. It seeks to ensure all team members feel valued, are treated fairly and respectfully, and have a sense that they belong, whilst also maintaining a sense of individuality and uniqueness.

Inclusive leadership is complex. What are the specific actions leaders can take to be inclusive? Juliet Bourke and Andrea Titus in their research published in 2019, propose there are 6 key traits of inclusive leaders:

Visible commitment: They articulate authentic commitment to diversity, challenge the status quo, hold others accountable and make diversity and inclusion a personal priority.
Humility: They are modest about capabilities, admit mistakes, and create the space for others to contribute.
Awareness of bias: They show awareness of personal blind spots as well as flaws in the system and work hard to ensure meritocracy.
Curiosity about others: They demonstrate an open mindset and deep curiosity about others, listen without judgment, and seek with empathy to understand those around them.
Cultural intelligence: They are attentive to others’ cultures and adapt as required.
Effective collaboration: They empower others, pay attention to diversity of thinking and psychological safety, and focus on team cohesion.

These traits are not simply a checklist of behaviours. What makes them more important than other leadership behaviours are they do not lend themselves to one off grand gestures or actions. These traits are not buzz words; they are not a fad. To be effective they must be practiced and demonstrated over time; they constitute a way of ‘being’ not just ‘doing’. For example, if you become alert to your own biases and are a practitioner of visible commitment, this automatically leads to the active seeking of the opinions and views of others which has been proven to better inform decision making. These traits demonstrably impact whether individuals feel a sense of belonging and being valued when in a team. Both CIPD and ENEI studies in 2016 into inclusive leadership, report that people working with inclusive leaders are more productive, satisfied and engaged than those working with non-inclusive leaders.

At ABSTRACT cultural competence and Inclusive leadership is in our DNA. We develop leaders to cultivate a new level of awareness about themselves and others, develop their inclusive leadership brand and become culturally competent”.

Our Cultural Competence Programme high-level journey in 3 moves:

Creating an Environment of Conscious Inclusion

Forming Active Allyship

Repositioning Acculturation

The Key Learnings with application are:

Understand the key elements of inclusive leadership
Increase trust and cooperation
Improve participation and inclusion 
Encourage creativity and diversity of thought
Create a fairer and better place to work 
Enhance productivity and performance

For more information about these and other ABSTRACT programmes contact us today nick@abstractuk.co.uk

ABSTRACT and The HR World

Mon, 26 Sep 2022 13:04:41 GMT

ABSTRACT are pleased to announce that we are now listed in the HR Business Directory of The HR World.

The HR World was established to bring like-minded senior HR's together to share ideas and problem solve some of the biggest HR challenges in the UK - and, where applicable, on an international scale.

With an audience of more than 15,000 people leaders and a growing community of progressive businesses, The HR World believe in the power of HR to make a difference to the future of work. The HR World aim to support open and powerful dialogue in support of HRs seeking to find relevant and meaningful solutions for today’s biggest issues facing the workforce.

Nick Goddard, Head of Development for ABSTRACT says "The HR World and their network appear a really good fit for ABSTRACT as we want to grow our dialogue with the HR leaders of progressive organisations and our mutual focus on learning and development, diversity and inclusion and health and wellbeing. We look forward to further collaboration with The HR World and their community".

You can view our listing and The HR World website here:
https://www.thehrworld.co.uk/hr-directory/abstract/

The ABSTRACT poll: The results are in.

Wed, 21 Sep 2022 11:34:38 GMT

If you follow us on LinkedIn (and if you don’t, you can connect with us here , we’d love to meet you) you may have noticed we’ve been conducting a series of polls recently. The aim was to gain ground-level insight into the factors currently impacting people’s decisions to stay, and leave, their current roles. To all those who voted, commented, and sent private messages, thank you.

With the results now in, what did we learn? Well, there’s a pretty clear signal that one major factor is holding the key to both retainment – and resignation – in 2022.

Why did people leave their jobs?

When we asked this question, LinkedIn had a clear answer, and the stats speak for themselves. 54% of respondents pointed to a negative work culture. While a further 30% stated their decision was down to a lack of development opportunities.

Why are people staying in their current roles?

While the results were less glaring here, the trend is still clear. Flexibility is a big factor, as reported by 35% of respondents. Meanwhile, 33% of people report a positive culture, team and leaders as a leading factor in staying put.

So let’s talk about culture.

Workplace culture is clearly a leading factor in the retainment v resignation push and pull that many organisations are currently contending with. That’s no great revelation. But how can you tell whether your workplace culture is healthy or not?

In our experience, here are a few red flags to look out for:

You don’t have a defined set of core values, vision or purpose for your business. Or they exist, but aren’t demonstrated and communicated effectively by management level staff. When people in a business don’t ‘lead by example’ you’ll often find a culture that doesn’t feel psychologically safe for everyone. That leads to people not feeling they can speak up in meetings, or collaborate openly with colleagues across the business. It means talented people don’t thrive, and likely won’t stick around.
High level decisions aren’t being communicated throughout the business. If important changes are being thrust on people with no prior notice, and they have no chance to offer their feedback, then mistrust and apathy will creep in.
New starters don’t stick around. If you’re finding your new recruits don’t tend to stick around long enough to establish themselves, your culture isn’t equipped to nurture emerging talent.
Surging absenteeism and lateness. Sometimes people get ill, traffic jams derail commutes and poorly kids need collecting from school. That’s nothing new. But when the sick days and late starts begin to mount up, it’s a sure sign of a wider malaise.
The lack of professional development opportunities. It’s telling that this was an issue for a significant number of respondents. People now expect their employers to proactively provide them with regular channels to further their skills and knowledge. These days, if your culture doesn’t actively promote development, across a variety of channels, the grass will quickly look much greener elsewhere.

If you recognise any of these red flags, the good news is that your company culture can be fixed with the right approach.

After all, culture isn’t a static thing. For instance, a hothouse culture that powered a start-up through several years of incredible growth can easily stagnate once the workforce grows beyond that initial group of passionate founders. Or the shift to hybrid working can mean once effective managers have lost their ability to inspire teams in the same way now face to face meeting have become less common.

ABSTRACT can finetune your culture, and develop your people.

At ABSTRACT, we’ve worked with many major businesses over the years. We’ve consulted on wide ranging cultural transformation programmes, and watched those clients rise to new levels of success. And through our range of award-winning management learning and development programmes, we’ve upskilled and inspired cohorts to take on the challenges facing their businesses in the modern era. We can do the same for you, and your people.

If you want to improve your culture, and the affect it has on your ability to retain, develop and inspire your people through the challenges of 2022 and beyond, we’re here to help. Get in touch today.

Diversifying thought and respect for the win

Thu, 15 Sep 2022 09:25:35 GMT

Now that we’re finally back to face-to-face meetings, let me ask you a question. When you arrive at a conference or event, where do you stand? Who do you make small-talk with? Who do you avoid? From personal experience, and I’ve been to many of these events, I generally find my radar guides me towards people just like me. Once it’s guided me to the free coffee and cookies, of course.

There’s an old saying, ‘people who are like each other, tend to like each other.’ But is this helpful when it comes to business?

Surrounding ourselves with similar people, from similar backgrounds, with similar thought patterns, might initially feel comfortable and free of unnecessary challenge, but is that necessarily a good thing? After all, it’s a great way to build a sound-proofed echo chamber. And while that might make it easy to reach decisions, what with everyone agreeing with you on most things, this comes at the expense of missing better decisions and alternative actions because you simply don’t have the diversity of thought you need.

This can even happen on a large scale. Get a large group of likeminded people together, and you’ll get collective blindness to what can turn out to be glaring oversights. Ones that could well lead you towards catastrophic consequences.

Diversifying to create success.

Our own research, alongside the wider body of studies on the subject, tells us that when you deliberately diversify people within a group, you are more likely to obtain diversity of thought. Harvard researcher Linda Hill posits that ‘diversity of thought’ naturally produces creative abrasion. When followed up with creative agility and creative resolution, this becomes a potent catalyst for creative, original and innovative ideas that can take you far beyond those of your competitors.

What’s still holding many businesses back from implementing diversity of thought?

Geography, to an extent. Though the increase in remote working now opens up the doors to a world of talent, quite literally.

The other hold back is leadership. Newer ideas and mindsets aren’t always easy to adopt when people have been doing things a certain way, and with tangible success, for a long time. And that’s completely understandable.

Even so, instilling your leadership with the necessary skills to be inclusive is critical to creating a diverse environment. The kind of environment that creates psychological safety for all, where everyone feels actively included at the appropriate points in time.

At ABSTRACT, our research in this area has enabled us to develop the six key elements of inclusive leadership. And we offer a range of courses that can bring these lessons to your business, so you can create a truly diverse working culture.

Whether you’re worried you’ve built an echo chamber, or simply want to embrace the massive benefits diversity of thought and respect has for your business, then get in touch with us today. We’re here to help.

The five pillars of resilience

Tue, 13 Sep 2022 13:50:37 GMT

Resilience. Now that’s a word we hear a lot these days. But what does it really mean? Interestingly, the good old Oxford English defines resilience in two ways:

• The capacity to recover quickly from difficulties.

• The ability of a substance or object to spring back into shape.

While I think most of us have tried to act out that first definition these last few years, I’m more and more coming around to how apt that second definition has become. After all, we’ve all been bent out of shape to some degree by the trials and tribulations of the early 2020s, and have had to learn how to spring back, again and again, throughout various challenges.

We’ve worked from home during lockdowns. Adapted to hybrid working. We’re dealing with shortages of raw materials. Mass resignations. Rising prices and falling margins. We’ve faced these obstacles, and will likely face a few more yet. Some of us are naturally able to spring back into shape, while others are still trying to navigate that process.

Fortunately, we now live in an era where it’s okay to talk about how well we are doing with things. Once, people suffered in silence or kept things bottled up and didn’t share with anyone. Things are different now. People are more willing to talk about things, they are willing to share their fears and concerns - which is brilliant. It is ok to not be ok.

Building resilience is as much about learning what makes us resilient as it is some natural ‘toughness’ we believe we have. In my own research, and the work my team here at ABSTRACT has done on the subject, we’ve found there are five key pillars to modern day resilience:

Situational awareness. This is about knowing that every situation is different, and what happens in one situation does not mean it will happen in others. We sometimes get focussed on outcomes, which means success and failure become quite subjective. When you find yourself worried about outcomes, remember this: Failure is an event, not a person.

Mindfulness. This is about how you take time out to allow your brains to reset, recover and go again. It’s important to give your brain a break when you move from one task to another. How can you do this? Do something totally different. Read a book, listen to a podcast, take the dog for a walk, before you tune back into your next task.

Self-care. Before a plane takes off, and you go through the emergency drill, whose oxygen mask are you told to put on first? Yes, your own. So make sure you look after yourself. Eat the right things, get the rest you need, and take the time to keep up with your fitness regime. Do what you need for yourself, not what someone is telling you to do.

Positive relationships are important for building resilience. Is your glass half-full or half-empty? This might be determined by the people you listen to. We all know people that can suck the positivity out of any situation. These kinds of people can influence those around them too. It’s important not to let them suck you in. Do what you can to surround yourself with positive people, and you’ll benefit from the positive energy and influence they have on your mood and outlook.

Purpose. Why do you do what you do? If you have a strong purpose, it will go a long, long way to ensuring you’re adaptable and resilient when roadblocks are thrown in your path. When you lack purpose it’s easy to wander off track and lose your drive, particularly when times are challenging. If you can understand your why, you’ll find it much easier to roll with the punches.

Let me leave you with this simple message: Resilience can be built, on a personal and organisational level. At ABSTRACT, we can help your people become more resilient, as individuals, and as a team. Talk to us today.

The powerful effect role modelling has for diversity and inclusion

Wed, 07 Sep 2022 11:46:57 GMT

Read any in-depth profile of a successful person, and you’ll often find mention of the people who had a crucial positive impact on their development and helped them on their journey to the top.

When it comes to getting support on your own journey towards personal and professional success, research points to three types of support that have been found to act as powerful catalysts. Namely the support of role models, mentors, and coaches. Each position can play a distinct role in your development. In this article I’m going to talk about role models, how they have helped me, and how they can inspire you.

Unlike a mentor or a coach, often, a role model usually inspires from a distance. They typically have no direct contact or a close relationship with you, they may even be someone you admire from a different era, and yet they can still influence and change your thinking or behaviour.

The theory behind role modelling and success.

In the world of role modelling research, there are two influential theories that explain why it’s possible to be inspired by people you may only know from a distance. These are the Stereotype Inoculation Model (SIM) and the Motivational Theory of Role Modelling (MTRM).

SIM rejects the belief that it is not possible to achieve or feel a sense of belonging in what is perceived to be an alien or hostile environment. For example, when a person from an underrepresented or negatively stereotyped group, who shares common characteristics with a high achieving individual, observes that individual’s success within a similar hostile group it can inspire confidence. We have seen this powerful effect in the fight for gender parity at senior levels within companies. As women are appointed to board positions in increased numbers, and then seen to thrive around the top table, it opens possibility. This then empowers other women to overcome the psychological barriers that told them they had no right to belong in those spaces. This has resulted in more women aspiring, apply for, and achieving boardroom positions.

MTRM theory describes role models as ‘people who inspire others though their words, actions, and deeds’. Viewed through this lens, role models are primarily people representing the art of the possible. They demonstrate behaviours, strategies and approaches that are open to imitation. Through observation and modelling of their behaviour, the aspiring observer can change their behaviours, horizons and goals.

In the field of diversity and inclusion, the combination of SIM and MTRM make for a powerful and transformative cocktail. Role models are profoundly important for helping us achieve great things personally and professionally. It is the nature of being human that we seek to emulate peers, leaders, and those we look up to in life. The power of ‘knowing who you can be, by the power of what you see’ is an essential part of the solution for creating of a more inclusive workplace, society, and world.

My personal and professional journey has been enriched and inspired by role models. People who have inspired and guided me to take bold steps to power through those glass doors and ceilings. People like my mother Linda Liburd, Rosa Parks, Professor Linda Hill, Christine Lagarde, Dame Zaha Hadid and Anita Roddick, to name a few. Through noting and observing their wisdom, mindset, and actions, I’ve been able traverse the barriers put in place by those whose mindsets are faulty and informed by a lifetime of privilege. To this day my role models continue to serve me well as I continue to encounter fresh challenges. In the spirit of pay it forward as I endeavour to be an effective role model, mentor, and coach for others, I encourage you to be one too.

Sue Liburd MBE DL is a Non-Executive Director of ABSTRACT and Managing Director of Sage Blue. She is an award-winning businesswoman, human capital innovation consultant, and business mentor. Sue won IOD Director of The Year 2021 for Equality, Diversity and Inclusion, showcasing leaders and executives who are leading by example and driving change in the workplace.

John Peters to run the London marathon in support of The RAF Association (RAFA).

Mon, 05 Sep 2022 10:18:51 GMT

ABSTRACT are pleased to share our support of John Peters, who will be running the London Marathon in October in support of The RAF Association (RAFA).

ABSTRACT have a number of links with the RAF and former fighter pilot John works with us to deliver leadership and management develop programmes to our clients. His face (pictured) came to the world's attention over 30 years ago, back in January 1991, during the first Gulf War.

In John's own words: "I had national support as a POW in an Iraqi prison in 1991. Now, I turn 60: a privilege denied to my friends and fellow aircrew who gave their lives in the first Gulf War and many other RAF veterans, across generations and trades, who served and now suffer in silence. That is why it is so important to me to help raise vital funds. So, I am going to subject myself to some pain by running the London Marathon to support them".

Not since WWII has the RAF been so constantly deployed on global operations – and across the generations, the need for support is becoming ever more complex. Over the Covid pandemic RAFA, the charity that supports the RAF community, saw a 250% increase in requests for their support from veteran community alone.

" They were there for us in our darkest days. We must not fail them in theirs; And now, with the cost of living crisis, support is needed to address this increasing demand"

"When one of the RAF family needs a friend, they turn to RAFA. That’s because they can be there on the doorstep, in person, to help sort out the problem and share the load. When times are tough, nothing beats friendly face-to-face support from someone who really cares".

"Whether it is an injured airman fighting to get back onto his feet, a young child missing their parents away on overseas operations or a WWII veteran needing a shoulder to lean on, RAFA is there to help".

More information about Johns run can be found on his Just Giving page: https://www.justgiving.com/fundraising/john-peters13 and his LinkedIn: https://www.linkedin.com/posts/john-peters-a6b789_blatant-use-of-old-photo-in-support-of-raf-activity-6964972867708928000-PAuG?utm_source=share&utm_medium=member_desktop

Good luck John from Team ABSTRACT!

Why Evidence doesn't change our minds

Wed, 31 Aug 2022 14:20:17 GMT

Knowing that smoking is harmful to health has not stopped people from smoking. Evidence of climate change hasn't stopped people denying climate change exists. Trying to change someone’s mind and behaviour by presenting them with information that runs counter to their beliefs or reasoning is very difficult to achieve.

Human reasoning involves complex processes, which includes having to evaluate different pieces of information, overcoming bias, whilst measuring it against what we already know and our lived experience. Doing this takes considerable mental effort. In addition, our brains are hardwired to protect us, and this protective mechanism can lead to the reinforcing of opinions and beliefs even if they are outdated, misguided or contrary to new evidence or thinking.

There is substantial evidence that people will generally justify and reason their way to conclusions that they favour.

In 1990, social psychologist, Ziva Kunda, proposed the idea that our motivation for a desired outcome has a significant impact on our reasoning. Her research showed that combined with emotional biases our motivations lead to justifications and decisions based on desirability rather than accurate evidence. Most people unless specifically trained are not impartial or neutral, they are biased information processors. Termed motivated reasoning, the phenomenon suggests that when people process information different motivations or goal seeking strategies are activated.

Motivated reasoning is a psychological process that often occurs outside of our conscious awareness. It helps us to maintain our positive self-esteem as it reduces the mental discomfort that occurs when we are presented with unflattering or unpleasant information that contradicts our self-image, risks our psychological safety, mental wellbeing, or happiness.

Motivated reasoning shapes our internal narratives and informs our behaviours. For example, most of us would describe ourselves as being non-racist. Being labelled as a racist invite’s harsh criticism, disdain by others and produces significant mental discomfort. However, whilst many of us non-racist’s like to think if we observed an act of racism, we would intervene, the reality is very different.

Studies overwhelmingly show that most people default to by-standing, particularly if there are other observers of the incident in the vicinity.

The reasoning behind why we may be motivated not to act are complex, however what is known is that ‘directional’ justification and reasoning come into play as opposed to ‘accuracy’ motivated reasoning. ‘Accuracy’ motivated individuals seek out and carefully consider as dispassionately as possible relevant information to reach a conclusion, whereas directionally motivated individuals seek out and process information that reinforces and confirms existing preferences despite information to the contrary.

The process of motivated reasoning is complex and can’t fully be eliminated. Being presented with data and facts will not by itself automatically change a person’s mind. However, with awareness of the reasoning underpinning our motivations, we can become more conscious, informed, and hopefully make better-quality decisions when faced with stuff that challenges our identity or worldview.

How Psycholgical safety creates high performing teams

Mon, 22 Aug 2022 16:08:18 GMT

ABSTRACT are delighted to once again work in collaboration with BioPharmaChem Ireland (BPCI), Ibec, and The 30% Club to deliver a virtual event on the topic of How Psychological Safety Creates High Performing Teams.

Earlier this year ABSTRACT delivered a masterclass on the topic of 'How to Improve Diversity of Thought and Respect' and this free webinar on 15th September forms part of the same BPCI Diversity & Inclusion Masterclasses 2022 series.

This talk aims to show how it starts with the leader being a role model and creating a culture where people can safely and confidently be the best they can be.

The session objectives will include:

To demonstrate how strong and considerate leadership is now an essential requisite for an empowered inclusive, psychologically safe workplace culture.
To appreciate how treating colleagues with dignity and respect through everyday regular and consistent interactions builds High Performing Teams.
To encourage you to lead by example by enhancing your thinking and behaviors

Event Partners:

BioPharmaChem Ireland (BPCI) is the leading representative body for the biopharma and chemical sector in Ireland.

Ibec is Ireland’s largest lobby and business representative group. Their purpose is to help build a better, sustainable future by influencing, supporting and delivering for business success by engaging with key stakeholders in Ireland and internationally.

The 30% Club is a global campaign committed to achieving better gender balance at leadership levels for better business outcomes. Established in 2015, the Irish Chapter hosts more than 300 organisations representing more than 650,000 employees.

Further details and registration can be found here:

Are your top performers ready to make great managers?

Thu, 18 Aug 2022 09:37:18 GMT

When it comes to anointing a new manager, most businesses naturally look to their current crop of top performers. After all, it makes perfect sense to promote your best people to a role where they can train others to perform at those same high levels.

And it goes without saying that internal advancement is a vital tool for keeping morale – and retainment – high. However, in a world where entry level jobs are increasingly technical and specialised, there are a lot of pitfalls to this approach.

For instance, would being the top seller in the sales team equip someone with the skills, or even desire, to nurture a new wave of sales talent? Would your leading technical problem solver necessarily have the same deft hand when it comes to resolving interpersonal problems within their team?

Perhaps, perhaps not.

For every rising star who goes on to shine as a manager, you’ll find plenty of cautionary tales. Because once you promote your best people beyond their current skillset, you not only lose the talent they brought to their initial role, you also run the risk of losing them from your organisation entirely.

To protect your business from becoming a real-life example of the famous old Peter Principle observation (“In a hierarchy, every employee tends to rise to their level of incompetence.”), it’s important to start preparing your star performers for the next stage of their career right now.

Great leaders require a great development programme.

The best time to invest in developing a managerial skillset within your top performers is before they step into a leadership role. And that’s where ABSTRACT’s AMBITION programme comes in.

This course is designed to equip your junior and mid-level talent pool with a wide range of ‘soft’ leadership skills. Over a series of engaging modules, our coaches will upskill your people with the capabilities to engaging others in their ideas, finesse their emotional intelligence, and become inspirational coaches. Delegates will also get the opportunity to demonstrate their new skills during a high-level presentation to senior members of your team at the end of the course.

Some people are born leaders, sure. But the best leaders are identified, developed and supported from the beginning by their employers. That way, when the time comes for them to step up, they’re ready and confident to go.

Are you ready to turn your top performers into great leaders? Speak to us today.

Calling all Business Leaders, HR Directors, Heads of Learning and Development and Equality, Diversity and Inclusion professionals!

Tue, 09 Aug 2022 06:02:53 GMT

If you are a Business Leader, HR Director, Head of Learning and Development or Equality, Diversity and Inclusion professional then now’s a great time to start planning for 2023. We would love to talk with you about how we can support your future plans.

ABSTRACT have released our latest compilation of learning and development programmes that will help you to build a modern organisation fit for today’s social objectives.

Our Programmes

Our programmes are structured around three core specialisms of:

· Inclusive Leadership.

· Business Development and Performance.

· Career Management.

Our new and expanded programme content includes:

· Our Cultural Competence Programme - for Equality, Diversity and Inclusion Development.

· A Health and Wellbeing Programme - for Self Management and Care in the Workplace, and

· Relationships in Business Programme - for Sales and Business Improvement.

About ABSTRACT

ABSTRACT are proven experts in behavioural change. We empower people and teams to become more effective and harness their full potential, embedding behavioural change for permanent improvement. We were a Gold Winner at The Learning Awards 2021, in partnership with our client 7IM, for an innovative cultural change programme. We are shortlisted for the Inclusive Awards 2022, later this year, in the category of D&I Consultancy.

Our programmes can be delivered face to face or virtually, by our highly skilled, expert facilitators. Our programmes are designed to be interesting with key learnings for practical application, providing your people with multiple actionable insights, ensuring they are equipped and ready to achieve your future plans.

Get in touch

Please do get in touch to:

1. Discover our full range of programme options

2. Receive our programme pack

3. Arrange a no commitment free consultation

4. Explore how we can help you and your people.

We look forward to hearing from you.

Lionesses Relatability

Wed, 03 Aug 2022 06:36:39 GMT

Like many, I was captivated by the quality of football played throughout the brilliant women’s Euros tournament… Don’t switch off, I’m not going to trot out everything that’s already been well said!

I couldn’t help compare key moments in every match though to what I have previously experienced watching the men's game for countless years.

The Managers

Most talked openly about winning the tournament without fear of retribution should they not win. All seemed to embrace the opportunity to chat with the interviewer and explain their strategic approach.

The Players

Many could not contain their joy with huge smiles as they walked out to cheering crowds. In general, the spirit in which they conducted themselves on and off the the pitch was commendable.

The Officials

They communicated really well with each other and connected with players without too much fuss and delivered with the utmost professionalism.

The Fans

Genuine excitement exuded from all parts of every stadium amidst a warm and family friendly atmosphere. Footie fans at their best, staying on for the post match karaoke.

The Pundits

Superb, full BBC coverage where Gabby gave Ian and Alex every opportunity to highlight the inequity between women and men's football, while offering simple solutions to the FA and beyond.

It was so easy to relate to the lionesses. Whether they were attacking and defending vehemently on the pitch or singing and dancing their hearts out off the pitch, this is how I want my footballing sports stars to behave. Men, you have been upstaged!

You think it’s all over? It’s only just begun

Tue, 02 Aug 2022 09:33:36 GMT

“You think it’s all over? It’s only just begun” were the words that BBC Sport’s Gabby Logan chose to sign off the BBC’s coverage of the Euro 2022 Final, where England beat Germany. Thankfully it didn’t go to penalties after all!

The final was the highest ever attendance for a European Championship fixture in the men's and women's games, with a record breaking TV audience and over half a million spectators attending the tournament matches, including many families, women and young girls.

At her post final press conference, the England manager Sarina Wiegman thanked the players, staff and the FA and added "We changed society".

The England captain, Leah Williamson, speaking before the final, said she believes the tournament will prove transformational for not just women’s football but wider gender equality. She became the first England captain to lift a major trophy since Bobby Moore raised the World Cup in 1966 and she is intensely proud to have been part of what she regards as a watershed moment for women. “What we’ve seen in the tournament already is that this hasn’t just been a change for women’s football but society in general, it’s about how we’re looked upon,” said Williamson. She continued “I’ve only ever been in this football workplace but, in most workplaces across the world, women still have a few more battles to face to try to overcome. For every success we make, for every change of judgment or perception or the opening of the eyes of somebody who will now view women as somebody with the potential to be the equal of her male counterpart, that can create change in society.”

Volkswagen, an official partner of the UEFA Women’s EURO 2022 and also for the German Football Association, adopted a campaign that focused out the inequalities that exist within football and the hashtag #NotWomensFootball, with the aim of triggering a discussion around the topic of equal opportunities.

Their campaign focused on common use of the term “women’s football” to describe matches played by female teams. Adding “women’s” gives the impression that this is not “real” football – while men’s teams simply play “football”, without any additional specifications.

Language is an important factor in changing the narrative.

Time will tell but England’s victory at Euro 2022 and the success of the tournament overall feels like a transformational moment, another breakthrough milestone for gender equality, not just in sport but more widely.

References:

The Guardian : ‘Women’s football and society has changed’: Williamson hails Euro impact

https://amp.theguardian.com/football/2022/jul/30/womens-football-and-society-has-changed-williamson-hails-euro-impact

Great teamship starts with rejection

Wed, 27 Jul 2022 08:19:53 GMT

I get asked a lot if I talk about teamwork and teamship.

I completely understand why someone might ask the question. For a start, I served in the RAF for 21 years. The military is renowned for being all about teamwork. And there are inspirational speakers out there like Mandy Hickson and David Coulthard, who champion teamship. They have both achieved phenomenal things in their life. Mandy as a fast jet pilot and David as an F1 driver and they will both tell you, (because I’ve heard them say it) that they couldn’t have done the things they did without their team.

I’ve seen Mandy enthrall her audiences as she regales how every engineer, every air traffic controller, every admin assistant, every logistics officer has an integral part to play in a successful combat mission. And she’s dead right.

So I’m not surprised people look to me, an RAF pilot, leadership and performance coach and motivational speaker and ask what I’ve got to say about teamship. And I’m going to be honest here; Whenever someone asks me that question my heart sinks a little bit. I’m just not sure teamship was ever really my forte.

"I admire people who can stand up and say that it was really all thanks to the team.

If I’m honest I’m actually kind of envious.

They talk of this belonging.

This togetherness.

And I wish I’d felt that".

But I didn’t.

And that’s not because we weren’t a team. That’s not because we didn’t need to be able operate as a team. And it’s certainly not because I could have done my job without the team. Its just that I never felt that sense of teamship in the way I imagined I should feel it. I always felt like an outlier. So if I stood up and talked about teamship, I’d feel like an imposter.

The truth is, I never felt like was one of team. So I don’t feel like I have the right to speak for them.

Everyone in your team is afraid of rejection

And that might just be the reason that I can offer a slightly different perspective on teamship. Because what I’ve come to learn is that I wasn’t the only one who felt like an outlier. I wasn’t the only one who battled with that feeling of rejection.

In fact if there is one thing I can say about human beings is that we all want to belong. We are all afraid of rejection. And that means that every person in a team is afraid of rejection too. In fact they might feel it so strongly that it will interfere with their ability to contribute meaningfully to the team. Because they’ll do just about anything to stay in the team.

I saw it time and time again in the military. Strong, confident, perhaps even downright opinionated people, would adapt their behaviour so they could fit in. I saw the rise of the “ladette”. Women who swore, had casual sex, and skulled pints so they could be part of the “good lads club.” (I tried this but it never worked. I was way too much of a “moody cow” to fool anyone). And it’s not just our identity we are willing to sacrifice to belong to a team. Sometimes we’ll even sacrifice the safety of others.

There was a famous case study that dates back to 1994 when soldier, who was standing on the roof of a land rover (rumours suggested this was part of an initiation ceremony) was decapitated by a low-flying Hercules aircraft. When the incident was investigated it was found that this was the culmination of years and years of recklessness within that Squadron.

A major factor that contributed to this culture of recklessness was the kudos that surrounded being selected to be part of this elite tribe. It was highly desirable to be picked for that team. And once you were in, you were all in. “What goes on tour, stays on tour.” That was the code. It took someone to lose their head before they finally changed their behaviour. And these are all good people. Who wanted to serve their country. Who wanted to do the right thing. It is a chilling reminder; we would rather die than be ejected from our tribe.

The point is the desire to belong is so incredibly powerful that it can really interfere with our judgement. And I think that throws a very interesting spanner into the workings of an effective team. In my view, everyone within an effective team must feel empowered to think for themselves and disagree with the rest of the team. In other words, I think strong teamship comes from an ability to reject and be rejected. I know rejection has quite a jarring feel to it. I can almost feel people recoil when I say the word. As if it were contagious. That in itself is an insight into how powerfully we resist it. And a reminder that we all put our own meaning onto words, especially emotive words like “rejection” which can bring up painful memories. But I’d encourage you to think of rejection in it’s literal sense - “the dismissing or refusing of a proposal, idea” and remember that it’s our choice whether or not to take rejection personally (which I totally did for many many years so I’m not judging.) The point is, rejection doesn’t have to be negative or insulting. It can be positive. It can even a sign of respect. When we can reject and be rejected we can turn conformists into disrupters. We can turn censorship into dissent. We can turn group think into collective intelligence. We multiply the power of the team, not dilute it.

Rejection turns group think into collective intelligence.

I remember the most vivid example of this was when I was leading a detachment of pilots in Kabul. We had been given the nod that we may be required, on short notice, to do a hostage rescue mission. We were asked to be ready for a 6am start so I briefed the crews and sent them to bed early. At about midnight I had a call to say it was unlikely to happen before 10pm the following day, at which point my crews would have been on duty for 16 hours. It has been conclusively proven that error rates dramatically increase when people have been on duty for more than 14 hours, so launching a politically sensitive mission when the troops are fatigued, is not a great idea. I could have woken them and then told them to have a lie-in. But rather than disturb their sleep, I decided to let the crews have a full night's rest and accept they would be doing a long day. When they crewed in early the next morning I briefed them the new plan and told them they could relax for the day and I would call them back into the operations room when they were needed. It wasn’t an ideal solution but it was the best I could think of at the time. Two of the crew were outraged by this decision. They complained bitterly about being asked to do a very long day. They ‘couldn’t possibly’ go back to sleep during the day. I was asking them to “stag on”, they argued. I told them that the hostage was the priority and to “get on with it”. I know they grumbled bitterly behind my back about it.

I’ll be honest, at the time I was quite upset by this. I felt totally rejected. And of course I’d rejected them by telling them to get on with it. And I was upset by that too. They were good guys. I liked them. But on reflection I think the rejection on both sides was totally healthy and critical to the mission. My priority was to protect the interests of the hostage, which in that scenario was more important than the feelings of my crew or my own ego. I couldn’t have done my job properly if I’d been limited to only making decisions that were popular. I needed to be able to reject the people in my team to be able to do that.

But I also needed them to reject me. Because no matter how much I wanted to get that hostage out, there is no point sending 6 people on a suicide mission to try and save one person. I needed to know they could do the mission safely after a long day. And if I’m honest, I was very task focussed at this point, such was my desire to save this woman, that I probably needed the people in my team to be as robust with me as I was with them. I needed to know they would say No to me. And because I knew they would reject me that meant I could make that decision to send them on that mission. So now rather than one person making that decision I’ve got the weight of 6 people behind that decision.

This is why rejection is so crucial. Giving people permission to reject you and giving yourself permission to reject them will set the conditions for every member of the team to stand by what they think is right. And that means you have increased the collective intelligence behind that decision and your probability of success.

I’m not telling this story as a shining example of faultless leadership by the way. There might well have been ways I could have handled the situation more skilfully. But the conditions clearly existed for my team to challenge me and I’m glad about that. And it’s taught me that strong teamship relies on everyone in that team having the ability to reject and be rejected. It may seem like the ultimate paradox, but I actually think rejection and teamship are complementary.

Rejection starts with you

So where to start? How do we set the conditions for healthy rejection to create better teamship? It’s all very well championing rejection in theory. But, as we’ve seen from the examples above, most of us would rather die than experience rejection. Remember, you’re asking your people to open themselves up to something unpleasant, counterintuitive and scary.

Well how about this.

Start with you. Great teamship starts with every individual in the team showing up as themselves. And that starts with you.

So start by showing up as you. And then give the world permission to reject you.

The next time you feel the urge to say something that you think might be unpopular try this:

“I’m sticking my head above the parapet here, but I’d like to offer a different view….” And then be prepared to listen. And then listen some more. Resist the urge to defend yourself. Seek to only to listen. It might feel uncomfortable but I promise you it won’t kill you. You may even surprise yourself at how good it feels. It takes courage to be put yourself out there. And you don’t have to lose all your friends in the process either. Giving someone permission to reject you is actually the highest form of respect you can pay them. Because you’re allowing them to show up as them and you’re signalling that your relationship isn’t predicated on them agreeing with you all the time. So give it a try. See your relationships flourish. See your teams go from strength to strength.

A great team starts with you.

So start with you.

Remember, fear is contagious. So is courage.

Sarah is a former RAF combat helicopter pilot, now a speaker and executive coach who helps leaders in mentally tough environments to perform and thrive under pressure. Her first book ”FLY HIGHER“ will be launched at Henley Literary Festival on the 3rd October. Sarah is also a Senior Associate Consultant for ABSTRACT.

Sarah Furness : https://sarahfurness.com

Henley Literary Festival : https://henleyliteraryfestival.co.uk/whats-on/sarah-furness/

Unlike your top talent, the Great Resignation isn’t going anywhere.

Wed, 20 Jul 2022 12:26:10 GMT

A new study suggests the Great Resignation wasn’t just a 2021 fad, but something that continues to impact businesses in 2022, and potentially beyond. According to research by PwC, 20% of global workers are actively planning to quit their jobs in 2022.

That’s a lot of employee churn going on right now. And let’s face it, replacing good people is an expensive and time-consuming process. Which is where ABSTRACT come in. We can help you move the focus from a never-ending recruitment strategy, to an approach based around retaining, inspiring and developing your people instead.

It’s worth noting, too, that the Great Resignation doesn’t just seem to be a phenomenon that affects graduate and mid-level talent. LinkedIn has reported an acceleration in the volume of people at director level leaving their jobs since the start of this year. And analysis from recruitment platforms shows a clear uptick in listings for management positions.

In this kind of climate, an effective retainment strategy has never been more critical. Without it, your business could be vulnerable to the kind of brain drain that significantly impacts your ability to meet goals.

So why are people leaving their jobs?

We’ve identified four key reasons for why people hand in their notice:

· To change career or industry.

· Lack of development opportunities.

· Lack of flexibility from employer.

· Negative working culture.

But which of these factors is driving the current attrition rates? While we’ve got swathes of data and analysis about the way the global workforce is changing, we wanted to drill down a bit further and understand how the Great Resignation is affecting our businesses here in the UK right now. Which is where you can help.

If you’ve not had a chance already, please head on over to our LinkedIn poll, and feel free to share it with others in your professional network. It only takes a second to complete. The results are already compelling, with the data currently showing a clear trend in one direction.

Oh, and if you want to add anything, then follow our page, and drop us a message – we’d love to hear your thoughts.

ABSTRACT are here to help.

ABSTRACT can help your organisation by supporting you to:

· Create more inclusive leadership.

· Improve health and wellbeing awareness.

· Effectively communicate hybrid working practices.

· Invest in career development.

· Transform the culture of your business.

Together, through a process of consultation, training and development, we will strengthen your retention levels, and equip your talent pool with the capabilities and confidence to be resilient, innovative and productive in these uncertain times.

To see what’s really driving the Great Resignation, take our quick and easy LinkedIn poll now.

Sue Liburd to speak at the Birmingham Commonwealth Growth Mindset Summit

Thu, 14 Jul 2022 15:52:54 GMT

ABSTRACT’s Sue Liburd MBE DL will be speaking at the upcoming Growth Mindset Summit at Aston University, a three-day event being held to coincide with the Commonwealth Games in Birmingham.

Women in Banking and Finance (WiBF) are among the key supporters and sponsors for this summit that offers three days of transformational keynotes, panel sessions, and immersive workshops on the 1st, 3rd and 5th August 2022. The summit offers over 35 world class speakers, experts with varied backgrounds and careers from entrepreneurs to corporate professionals, an opportunity to network with extraordinary individuals and a champion like atmosphere! This event promises to “expand your knowledge, tap into your five senses, push your boundaries and explore your own performance”.

Speaking on Wednesday 3 ^rd August, Sue will be sharing her personal ‘Bag of Aspirations’, reimagining what’s possible if we raise awareness against bias and take action for equality.

Tickets are available on a fully flexible basis. Participants may attend a day or two days or all three!

More details about this event and the Commonwealth Games are here:

Growth Mindset Summit

https://growthmindsetsummit.co.uk

Link to tickets on eventbrite

www.eventbrite.co.uk/e/birmingham-commonwealth-growth-mindset-summit-tickets-374408585157 .

Women in Banking & Finance : BIRMINGHAM COMMONWEALTH GROWTH MINDSET SUMMIT:

https://www.wibf.org.uk/events/details/birmingham-commonwealth-growth-mindset-summit

Birmingham 2022 Commonwealth Games:

https://www.birmingham2022.com

Tell your people to go away and not come back for two weeks.

Tue, 05 Jul 2022 11:34:11 GMT

It’s that time of year when we start dreaming of holidays in the sun… yet for a growing portion of the workforce, those thoughts of sun, sea and sand remain just that - a dream.

A YouGov survey back in 2015 found that 33% of British workers declined to take their full annual leave allowance. And further studies suggest this isn’t an anomaly, but a growing trend, to the tune of around 4million British employees every year. So what’s going on? In an era where more and more businesses are boasting of offering unlimited holiday leave why are people swapping sunburn for burnout? And what are you going to do about it?

Guilt, shame and fear.

Unlimited holidays for all staff isn’t even headline news anymore. Many businesses now offer this kind of flexible leave policy, alongside generous pat and mat leave packages, and even things like four day working weeks. We love to read about it, and we love to see businesses adapting to a result driven approach to work… but often it’s what’s happening on the shop floor, rather than those headline grabbing perks, that tells the full story.

Because the truth is, people aren’t just governed by the words on their contract. They’re influenced by the unwritten rules that exist in workplaces.

It’s perceiving these unwritten rules that can bring people out in a cold sweat at the thought of filling in their holiday request form. They may feel:

· Guilt that they’re leaving colleagues in the lurch.

· Fear they’ll be overlooked for a promotion because they’re going away for two weeks during a major project.

· Shame that they’re jetting off while colleagues seemingly aren’t taking their allowance.

· Anxiety they will likely return to a heaving inbox, or projects that have slipped behind schedule without their input.

All these feelings may be provably true, imagined, or simply perceived as the unwritten rules of a particular team, department or company culture.

Of course, it’s also important to note that ‘leaving the office’ isn’t as easy as it used to be. Technology means you could be relaxing on a lounger in Zante, and still have everything you need to access your work email account right there next to your iced coffee and Lee Child novel. Which makes it very tempting to dip in and out of work when you should be taking a dip in the pool.

As a leader, how can you nip this in the bud?

Show you care.

If those unspent holiday days are gathering dust, then reach out to people. Show an interest, and encourage your talent to take their breaks. It’s a great way to build engagement, understand concerns, and relieve guilt. And when they do use their holidays? Reach out again, let your people know you’re pleased they’re taking the time to refresh themselves as part of a healthy work life balance. It sets the right tone.

Lead from the front.

Take your holidays. Take your mat or pat leave. And here’s the tricky bit, don’t reply to work emails while you’re away. When you return, let people know you’re back, and how much you valued having time away. By showing leadership on this issue, you’ll make those unwritten rules vanish overnight.

Limit rollover.

This might seem counterintuitive. But when people see they can roll over their holiday allowance to next year, it makes it all the more tempting to stick around, particularly during busy times. So limit the rollover, and be sure to explain you’re doing this to prevent people from burning themselves out, rather than denying them their rightful time off.

Take care to prevent workload overflow.

For many employees, the very real fear that their work won’t stop when they’re away taints the idea of a carefree holiday. Ensure you’ve got an eye on how much each of your people is taking on. Ask them what you can do to remove stress while they take a break. And ensure you have a range of capabilities within your team. That way, when someone steps away, there’s always a different pair of hands there to keep the rudder steady for a while.

Can’t keep your people away from their desks? You’re probably swapping short-term productivity gains for long term attrition issues. Speak to us today.

Building Modern Day Resilience - The HR L&D Podcast featuring Andy Nicol

Tue, 14 Jun 2022 18:09:30 GMT

On this 60th episode of The HR L&D Podcast , Nick Day asks Andy Nicol about his experiences as he transitioned from elite sport to the media and then to the business world.

The HR L&D Podcast is focused on helping HR and learning and development professionals to get the best out of their workforce by providing advice, guidance and best practice initiatives that help develop the skills and capabilities that can drive the performance of a company. With advice provided by HR and L&D industry leaders, the podcast covers a range of subjects including content curation, leadership practices, technology, organisational development, recruitment, strategy and training practices to help business leaders to get the best out of their workforce.

The podcast aims to help boost company performance by unearthing best practice techniques that will genuinely help HR and L&D professionals to align and execute learning, training and development strategies with the requirements and priorities of their company.

In this 'Building Modern Resilience' episode Nick and Andy explore:

What do the words Human Resources mean to you?
Could you give us a quick tour of your career to date that led you from the green room to the boardroom?
How would you define resilience?
How has resilience through the years changed?
When did you see this shift start to change and why is it critical that businesses and leaders are aware of this shift and change?
Can you share examples of people showing resilience?
The Kübler Ross’ Change Curve – how it can help you to understand resilience and our reactions to setbacks.
Andy’s 5 pillars to help build modern-day resilience
Tools & techniques to apply to improve our reactions to setbacks
Why a “failure is an event, not a person”
How does constant change affect resilience?
Why understanding your “WHY” is essential.

"I loved every second of this conversation and so I hope you can all take away as much as I did from the interview" - Nick Day

Further episodes of the L&D Podcast can be found here >> https://jgarecruitment.com/the-hr-ld-podcast/

UK Government seeks input on mental health and wellbeing

Mon, 13 Jun 2022 13:11:53 GMT

The UK Government’s Department of Health and Social Care is undertaking an open consultation on mental health and wellbeing and is calling for evidence and views on what we can do to improve everyone’s.

The DHSC are asking for people’s input and views to inform their commitment to develop a new cross-government, 10-year plan for mental health and wellbeing for England. The consultation asks how can we promote positive mental wellbeing, prevent the onset of mental ill-health, intervene earlier when people need support and improve the quality and effectiveness of treatment for mental health conditions.

Participate

The easiest way to participate in their call for evidence is by completing the online survey, details are in the link below. This consultation closes on 7 July 2022.

We believe that employers have a part to play preventing the onset of mental ill-health. ABSTRACT’s Health and Wellbeing programme is aimed at supporting people in the workplace and helping to create a healthy and happy workforce. Our programme is designed to help participants to identify and attain their respective optimal states of wellbeing. This valuable set of modules not only helps the delegates but also helps organisations to retain and protect their staff from burnout or prolonged absenteeism.

UK Government Open consultation : Mental health and wellbeing plan:

https://www.gov.uk/government/consultations/mental-health-and-wellbeing-plan-discussion-paper-and-call-for-evidence

Are you doing enough to establish trust at all levels of your organisation?

Wed, 08 Jun 2022 08:00:00 GMT

Every year, PR consultancy Edelman surveys tens of thousands of people across 28 countries, to measure trust across the world. Their annual trust barometer is crucial reading for politicians, strategists, and leaders of all stripes. However, for CEOs, Edelman’s latest barometer forecasts some blustery times ahead.

According to Edelman, a third of people don’t trust their employer. And while 64% of execs do have trust in their organisation, that figure plummets the further down the pecking order you go. Building trust, it seems, is something that we need to work on, particularly at entry and mid-levels.

Why is trust important?

It powers everything that matters in business. Research by Harvard Business Review neatly sums this up: In organisations where employees reported high levels of trust in their employers, engagement levels were 76% higher, stress levels were 74% lower, and productivity was 50% higher than those reporting low levels of trust.

And that’s just the stuff you can put a number on. When your talent pool trust those around them, and believe their managers and leaders have their back, they step up. When colleagues leave, they pull together to cover the gap. In the face of sudden change, they reach deep to adjust and thrive. Trust empowers high performing teams. It gives people the confidence to contribute and innovate.

Without it, your business risks stagnating. Trust is the lifeblood of your organisation. So how do you build trust into your company culture?

Recognise your people.

When someone does their job well, make sure they are celebrated for it. That public recognition won’t just boost their confidence, it will inspire others to put in the effort too. When people trust their employer to notice their successes, it does wonders for morale.

Strengthen team communications.

In a hybrid environment, it’s entirely possible for colleagues to never meet. New hires can remain strangers to those they work with every day, just another name in an email thread. Which is why it falls to line-managers to instil a sense of camaraderie between team members. Whether that’s through daily video calls, email bulletins, or team-days, the goal should always be to build trust and engagement between colleagues.

Share boardroom decisions with your people.

When it comes to building trust between your senior management and the wider workforce, sharing insights from high level meetings is critical. People want to know what the company is planning for the future. Providing regular updates, and consultations on major plans, is crucial towards building loyalty and trust. Leaders should ask for feedback and ideas before final decisions are taken. If information doesn’t flow down, rumour will quickly fill in the gaps, and that’s a sure sign that trust is being eroded.

Build a sense of shared purpose.

Profit and growth are important, but they aren’t drivers of trust and unity in an organisation. For many businesses, creating a sense of striving for positive change in the world is now a key part of their approach. After all, when your team feel they are involved in something meaningful, it’s much easier for them to trust in the decisions their CEOs are making.

Give your leaders the skills they need to inspire trust.

The greatest leaders in the modern era recognise that creating a culture based on trust is a two-way street. They have the ability to show vulnerability, and a willingness to listen, so they can create a psychologically safe environment where everyone feels inspired to contribute.

Of course, these crucial leadership traits can be developed and brought out with the right training and development. Which is where ABSTRACT come in. Our range of leadership training and cultural transformation programmes can help your organisation develop trust where it is needed most.

Looking to strengthen trust at all levels of your organisation? Speak to ABSTRACT today.

Top tips for hybrid working for employers & employees

Tue, 31 May 2022 10:50:50 GMT

The desire for hybrid working is strong in today’s workforce. Overwhelmingly so. Figures from the Chartered Institute of Personnel and Development (CIPD) show that 86% of employees want a choice in where they work. However, successfully balancing the needs of your people against the needs of your business requires some serious cultural and strategic adjustments to work effectively for everyone.

At ABSTRACT, we’ve supported many organisations to successfully adapt to hybrid working. Here are some of the key tips for success we’ve picked up along the way.

Empower people to choose where they work.

While it’s tempting to prescribe a set number of days in the office, this can quickly become a source of contention. A better strategy is to give your people the freedom to choose where they would prefer to work. Trust their judgement, and they’ll likely reward you by making the right call on where they work best for different tasks – whether that’s at home, on the road, or in the office.

Rethink KPIs.

The nature of hybrid working, where line managers may not even see their team for days or weeks at a time, requires rethinking what productivity means. This is why it’s best to focus on the outcomes people produce, rather than their outputs. By focussing on results, rather than the volume of tasks someone completes, you create a fairer and more useful metric for assessing all your people, wherever they’re based.

After all, the evidence is already overwhelming that remote workers are putting their hours in - and often more. A study by the Wales Institute of Social and Economic Research and Data (WISERD) showed that 65% of employees reported higher productivity while at home. And in a study by Microsoft on UK hybrid working patterns, they found 30% of people increased their hours when working remotely.

Build connections.

Arrange set days where all members of a team are in the office at the same time. Whether that’s a weekly or monthly event, make sure your line managers can set time aside for team building and bonding activities. It’s a great way to build morale, and connect your people with their colleagues and your company culture.

Loneliness and the long-distance worker.

We touched on this in a recent blog . Isolation and loneliness have a damaging effect on people’s mental health and can strike whether someone is working from home, or working in the office. How you manage this issue is going to have a real impact on how your organisation adapts to hybrid working.

This is why building connections is so important. Beyond team days, finding ways to celebrate birthdays, life events and personal or professional successes can go a long way to helping people feel a greater sense of belonging.

The practical side of hybrid working.

What tools do your people need to do their jobs effectively? Do they have the appropriate level of internet connectivity and broadband security? When it comes to onboarding, do you have everything in place to ensure your new hires will be able to connect with the rest of your team and hit the ground running? Being there for your people, by couriering kit to their homes, and rolling out a welcome pack that makes them feel part of your business – even if they’ve never been to the office – is critical. Not just for ensuring they can work securely and productively, but for morale too.

Effective hybrid working requires giving your people the freedom to choose and trusting them to make the right choices. If you’re looking to finesse your transition to hybrid, then ABSTRACT can help – get in touch today .

ABSTRACT has been shortlisted for the Inclusive Awards!

Fri, 27 May 2022 08:30:29 GMT

ONE of the UK's most anticipated diversity awards celebrations has announced its shortlist for the 2022 ceremony. And we are pleased to announce that ABSTRACT has been shortlisted in the category for the D&I Consultancy Award. This is the first time these awards have been run since 2019, due to the pandemic, when Sue Liburd MBE DL (Non-Executive Director at ABSTRACT) was announced as 'Champion of Inclusion'.

This year, on December 1 ^st Inclusive Awards will once again celebrate those who have gone above and beyond the call of duty to improve the lives of others in workplaces and communities around them. Inclusive Awards know first-hand about the individuals who work tirelessly to remove barriers and put diversity at the very heart of everything they do. And an elite pick and mix of diversity ambassadors will gather in Midland Hotel in Manchester - reuniting a spectacular array of equality leaders.

A panel of judges including award-winning Computer Scientist Professor Sue Black OBE, and Conscious Inclusion Specialist Jiten Patel recently gathered to finalise the widely anticipated shortlist.

This year also marks the first ever Diversity Power List, honouring 50 of the most profound champions of inclusion, diversity professionals and D&I Leaders across the UK. Those recognised will be revealed at the ceremony on 1 ^st December for making a positive difference to the lives of others, creating an impact within their industry sector, and showcasing outstanding dedication in their respective fields.

Furthermore, The Inclusive Awards are working in partnership with the Inclusive Top 50 UK Employers, the only index of its kind, to unveil the definitive list of the nation’s most inclusive companies at the ceremony.

With the increasing richness of diversity in Britain, the Inclusive Awards recognise employers that unite workforces and challenge discrimination, applauding those for their ﬁght against inequality.

Paul Sesay, CEO and Founder of the Inclusive Awards and National Diversity Awards, added;

"In difficult and challenging times, using the talent of a diverse workforce is more important than ever. Considering the diversity of your workforce and fostering an inclusive working environment can bring business benefits and provide a market advantage.” Sesay continues, “The Inclusive Awards continue to be an exceptional way to celebrate the courageous actions of individuals and organisations, who are already striving for inclusion. Let's celebrate the tremendous feats of our incredible shortlisted nominees, Congratulations to all!"

There is no doubt that the impact made by this prominent array of diversity patrons is unprecedented. We are proud that ABSTRACT has been recognised in this category, and wish good luck to everyone else who has been shortlisted. And we look forward to hearing the announcement of winners at The Midland Hotel, Manchester on 1st December.

To find out more about ABSTRACT, please get in touch and hear about the change we are striving to achieve. And to view the full list of shortlisted nominees, please visit: www.inclusivecompanies.co.uk/awards/shortlist

Let’s talk about mental health in the workplace, 2022 edition

Wed, 25 May 2022 08:00:03 GMT

We addressed the impact of loneliness in the workplace during Mental Health Week recently. However, at ABSTRACT, we believe it’s vital to keep the conversation around mental health going all year round - now more than ever. With the relationship between wellness and productivity clearly established, how do we care for the welfare of our people, and ensure our workplaces are a positive environment for everyone’s mental health?

After two years of disruption, what’s the damage?

A recent study by the Centre for Mental Health predicts that 10 million people in England will require mental health support as a direct consequence of the pandemic. That’s 1-in-5 people, many of whom will need new or additional support if they are to protect their workforce. It’s a sobering figure and one that suggests organisations are going to have to develop effective tools for identifying those who need support in their talent pool over the next few years.

How are businesses responding to this emerging mental health crisis?

According to BUPA, there’s some encouraging news on this front. In a recent global study, they found that nearly 30% of the country’s business leaders now prioritise mental health in the workplace, with spending in this area rising by 22%.

This is a great trend and one that will help businesses mitigate against the burnout, resignations and long-term absenteeism that are an inevitable by-product of poor mental health in the workplace.

So when it comes to spending that mental health budget, where should you be focussing your investment?

A cultural response to workplace mental health starts at the top.

For businesses that want to foster a positive and safe workplace environment, there’s never been a more pressing time to focus on your managerial skill set. Because in a hybrid environment, where people are adjusting to incredible changes and challenges, leaders who can demonstrate emotional intelligence, an inclusive mindset, and empathy, are absolutely critical. We used to call these soft skills, but they’re exactly what you need right now for the hard task of strengthening your employee wellbeing.

Fortunately, these are skills and capabilities you can build on and draw out of your leaders. That’s where our Inclusive Leadership Series comes in. From developing a new sense of self-awareness, to gaining the cultural intelligence required to bring the best out in everyone, this modular course is here to provide key tools for your leadership in 2022. Tools that will enable you to support your people when they need it the most.

Supporting everyone.

Our Health and Wellbeing Programme is designed to support all your people. Over a series of digital modules, we’ll equip your talent pool with key insights into their own wellbeing, so they can take ownership of their personal growth. We designed this course to tackle the challenges and anxieties so many people are facing right now. It’s fresh, based on detailed research, and exactly what you need to create a healthy and happy workforce.

When it comes to making a positive difference to the wellbeing of your people during challenging times, ABSTRACT is the catalyst you need. Talk to us .

Businesses: It’s time to sit down and listen to what parents have to say

Wed, 18 May 2022 14:52:50 GMT

According to a survey by Vodafone , 1-in-5 people have quit a role due to poor parental policies. A further 25% of respondents admitted to not applying for a position because they didn’t like an employer’s approach to parental leave. The study is well worth a read, but I suspect these findings merely scratch the surface of what is truly at stake for businesses who don’t look after their parents in the current climate of attrition and change.

Of course, the challenge of juggling employment and parenting is not a new thing. Many of you reading this will have experienced hectic days on no sleep. But right now, in an era where employees are assessing how they can better balance their work and home lives, it’s never been more vital to listen to what your people want from the business’ approach to parental support.

Because when you lose the ability to retain and attract this crucial group of people and remember we’re not just talking about parents here, but anyone who might one day wish to start a family too. Sooner or later, the dirty nappy is going to hit the fan.

Generous maternity and paternity leave packages are a great start, but they’re only the first baby step towards truly supporting your working parents. As many as two-thirds of UK businesses are now thought to have gone above and beyond the statutory minimum, according to a range of studies. That’s certainly going to help with the attraction side of things.

However, when it comes to your current talent, it’s how you support your working parents through their next seventeen and a half years plus of parenting that’s going to really decide whether attrition starts to bite or not.

Look at output, not ‘time spent at the screen’ modes of productivity.

The likes of sports days, medical appointments and emergency pickups can take hours out of a working day. However, these things are non-negotiable. What is negotiable, is how you assess your people’s effectiveness as employees. Rather than focussing on accounting for every hour of your people’s working day, look at the results they achieve. If you trust your people to do what they’re there to do, you don’t need to worry too much if they’re managing their time around necessary family tasks. And they’ll likely reward that trust by putting the extra effort in.

Hybrid working really helps, but scheduling matters too.

There’s nothing like a school run to throw a spanner in the works when it comes to morning and mid-afternoon meetings and scheduled events. If possible, look to scheduling important meetings and in-person events during the middle of the day. We need to look beyond the ‘breakfast meeting’ to something more inclusive.

Remote working when kids are sick is feasible.

The start of this decade put our home and professional lives into a blender, and we’re all still figuring it out. Once, the idea of a snoozing toddler gurning softly through a video call would’ve been the stuff of viral news. Now, it’s a sign of acceptance that sometimes when our offices are our home, there will be some unavoidable overlap. If you can create a culture of understanding that sometimes work and parenting might have to mix, you’ll build an environment where working parents can feel at home.

Summer holidays require logistical sleight of hand.

For many working parents, school holidays can be a tightrope walk of day clubs, grandparent visits, and family holidays. Nobody expects a business to shut down for Summer, but a little flexibility in working patterns is always welcome.

PwC have made positive headlines recently on this front, with their summertime half-day finish Fridays. They’ve also given people the freedom to take two flexible bank holidays a year. With 73% of staff reporting positive benefits to their wellbeing, it goes without saying this has gone down well with everyone, in and out of the business. If you can give your people more flexibility, and trust them to manage their own workloads, they’ll likely reward you with loyalty and commitment.

Providing flexibility and support for people juggling work and family lives is critical for attracting, retaining and developing talent. If you’re ready to create a more supportive culture in your organisation, then call us today, we’re ready to help.

Mental Health Awareness Week 2022: It’s time to address loneliness in the workplace

Mon, 09 May 2022 08:23:59 GMT

The theme of Mental Health Awareness Week this year is loneliness. This is a subject that we’ve been thinking about a lot at ABSTRACT this year. Particularly the ways isolation, emotional withdrawal and disengagement from colleagues has become a growing problem in UK workplaces. One that many people are now calling an epidemic.

How serious is the issue? O.C. Tanner’s 2022 global culture report , which analysed data provided by 38,000 HR leaders and execs across the UK and beyond, points to a serious crisis. They found that 62% of UK workers admitted they engaged less with family and friends than they did a year ago, with a quarter admitting they felt disconnected from colleagues.

A further study found that 41% of people aged 18-36 had experienced loneliness when working remotely. And nearly three quarters believed it was the responsibility of their employer to do more to tackle loneliness in the hybrid workplace.

It's a sobering snapshot of where we are, and something that’s only going to bite harder as we adapt hybrid and remote models of working.

Aside from the incalculable personal cost to those affected, the actual cost to businesses is huge. Government figures point to an estimated £2.5billion lost to staff turnover, absenteeism and productivity every year – that’s an average of nearly £10,000 per employee.

How can employers address the loneliness epidemic in our workplaces?

This growing crisis has been a passionate topic here at ABSTRACT. After all, hybrid and remote working has proven to be an effective model for many organisations, and brought tangible benefits to the work/life balance of many employees. To revert back to an in-house working pattern might seem like an easy fix for reducing loneliness, yet it doesn’t get to the crux of the issue.

Take another look at that O.C. Tanner Study, for instance. Despite being free from restrictions for most of the last year, the majority of those polled admitted becoming more, not less, isolated from friends and family. This suggests the mental health burden from the pandemic, and the seismic changes it brought, will continue to be with us for a long time to come.

So as leaders, HR professionals and consultants, what are we going to do about it?

ABSTRACT is there to support your people

When we put together our Health and Wellbeing programme , we wanted to address the seven key components of personal wellbeing: Physical, Mental, Emotional, Environmental, Social, Financial and Spiritual.

The aim of this course is simple: Over eight virtual modules, we’ll equip your people with the tools and support they need to develop effective ways to improve their personal wellbeing.

We’ve designed this course for right now, with the latest data and analysis to hand. So, let’s work together to reduce the suffering of those who feel lonely in your workplace. And ensure your business can protect itself from the burnout, long-term absenteeism and swathes of resignations that will be the by-product of this growing issue.

Ready to invest in employee wellbeing? Speak to us today .

Ireland launches Women in Finance Charter

Tue, 03 May 2022 08:00:04 GMT

The Irish Government’s Department of Finance has launched Ireland's first Women in Finance Charter, a collaboration between industry and Government to support the advancement of women in firms. The Charter forms part of the Ireland for Finance strategy, a whole of government initiative to develop their international financial services industry by 2025. Diversity is a key theme of this strategy.

The Charter has been developed by industry over the last two years and has been signed initially by number of leading financial services firms. The Charter is open to all financial services firms operating in Ireland and we expect others will now follow.

Signatories of the Charter have committed their organisations to improving the number of women in management and board level positions to achieve better gender balance and a more inclusive working environment.

For many years, ABSTRACT have been working with organisations in UK, Ireland and internationally who want to take positive, practical action to support more women and minority groups into leadership positions. After all, our vision is to make the corporate world a fairer and better place through our learning and development programmes.

Our career management development programme, ACCELERATE, won the Diversity Initiative Of The Year in 2019 at the Women in Finance Awards in Dublin. The focus of ACCELERATE is on engaging our delegates to aspire and explore beyond their initial aspirations and expectations. We want more organisations to seriously invest in the middle to senior tier of business personnel, providing the tools and inspiration for people to manage their own careers successfully. Like all ABSTRACT programmes, ACCELERATE is designed to be interesting and to have application - with practical tips that delegates can apply both personally and in the workplace.

Please get in touch or contact a member of the ABSTRACT team to find out more.

Resources:

ACCELERATE Programme: https://www.abstractuk.co.uk/our-programmes#ACCELERATE

Ireland Launches Women In Finance Charter:

https://www.gov.ie/en/press-release/d52fa-minister-fleming-launches-irelands-first-women-in-finance-charter/#

Collaborating with a shared purpose

Mon, 25 Apr 2022 08:37:17 GMT

ABSTRACT is constantly looking for new ways to drive positive change, whether that's helping more women and people from under-represented groups into leadership positions through our award-winning programmes, or collaborating on topical content for more people to hear and take action.

How can we drive change? We collaborate.

In May and beyond, we are set to be involved in a variety of events with organisations that align with our mission statement - 'Improving business through people.' Here are some of our upcoming events that we shall be delivering over the coming weeks and months...

Women in Banking and Finance (WIBF)

Back in 2020, as part of WIBF’s 40th anniversary celebrations, ABSTRACT were delighted to be formally recognised as a ‘Friend of WIBF’, for being a true advocate, supporter and champion their work to bring a gender lens to UK financial services. ABSTRACT’s Anne Clarke and Mark Fryer are delivering a virtual event on the topic of ' Imposter Syndrome - A Wicked Problem To Solve ', on Wednesday 25 May 2022. This highly engaging webinar will look at how to understand imposter syndrome, how to interpret it and how to combat it.

Later this year, Anne and Mark will be presenting 'Attracting Sponsors and Mentors in a Hybrid World' for WIBF.

30% Club Ireland

30% Club Ireland are a collaboration of organisations and business leaders who are committed to achieving better gender balance, leading to better business outcomes. ABSTRACT will be supporting a number of events with various sector groups this year.

On 5th May, we are delivering an event in partnership with CWiT Ireland. Connecting Women in Technology (CWiT) is a network of Irish based technology companies who all share a common goal to support the development of women in the technology industry. Founded by Accenture, Dell and Microsoft in 2009, the network today spans over 20 leading multinational technology companies, who all collaborate to attract, promote and encourage women in STEM careers.

Then on 19th May, we will be sharing our insights on ' How To Improve Diversity of Thought and Respect ' as part of the BioPharmaChem Ireland Diversity and Inclusion Masterclass Series for 2022. In a second Masterclass, scheduled in September, we will demonstrate How Psychological Safety Creates High Performing Teams. BioPharmaChem is a learning network for companies of all sizes in the pharmaceutical, biopharmaceutical, medical device and chemical supply sectors, who work collaboratively to share best practice and broaden access to skills development opportunities and professional development.

Inclusive Companies

On 22 June, we are collaborating with Inclusive Companies to deliver a virtual event to their members about the impacts of Imposter Syndrome and how to overcome it. Inclusive Companies is a cross industry network harnessing best practices & innovation to drive inclusion for all. ABSTRACT’s Sue Liburd MBE is also a judge for the upcoming 2022 Inclusive Companies Awards that will showcase some of the UK’s most inclusive organisations and business people.

We are proud to be working with all these organisations. Collaborating with them enables us to share our vision with forward-thinking leading companies in the UK, Ireland and globally. To find out more about ABSTRACT and our learning and development programmes , please get in touch .

FCA announce new policy for diversity and inclusion

Thu, 21 Apr 2022 09:39:04 GMT

The Financial Conduct Authority (FCA) has published its policy proposals for improving the transparency of diversity and inclusion on company boards and executive committees. (1)

New rules require firms to include a statement in their annual financial report setting out whether they have met specific board diversity targets, as well as expanding reporting requirements to cover the diversity policies of key board committees on a ‘comply or explain’ basis. This reflects the FCA’s focus on speeding up the pace of change around diversity and inclusion in financial services with in-scope companies compelled to make the required disclosures in their annual reports for financial years starting on or after 1 April 2022.

In their broader focus on diversity and inclusion in the financial services sector, the FCA are seeking to achieve 4 outcomes:

Supporting a healthy culture to deliver higher standards of conduct.
Reducing groupthink to support effective governance, challenge and decision making.
Promoting innovation and competition in products that cater for a diverse customer base.
Unlocking talent and making the UK market an attractive place to do business.

ABSTRACT can support the equality, diversity and inclusion plans of FCA regulated firms. Embedding cultural change, improving diversity of thought, judgement, decision-making and unlocking talent are all key areas where we can help.

We are committed to helping more women and people from minority groups into leadership positions by developing their careers and personal skills through our impactful learning and development programmes and webinars. We also collaborate with organisations committed to doing the same. Our Cultural Competence & Character Programme also helps participants to engage, set the cultural tone and create an inclusive environment, embedding behavioural change through application.

Get in touch if you want to find out more about our programmes and drive change in your organisation.

References:

(1) FCA Announcement: https://www.fca.org.uk/publications/policy-statements/ps22-3-diversity-inclusion-company-boards-executive-managment

5 ways you can set the cultural tone for your organisation

Mon, 11 Apr 2022 08:45:04 GMT

Let’s forget the buzzwords for a moment. In fact, let’s forget words entirely. When it comes to creating a workplace where everyone feels engaged and valued, it’s the actions and behaviour of those at the top that will create the correct cultural tone.

Setting the right cultural tone and ensuring it is maintained over time can, and should, contribute to your leadership efforts and have a lasting impact.

What can be changed?

Creating the correct cultural tone is comprised of many different factors and it’s why many businesses look to us for further support to shape their organisations. To help, we’ve put together five ways you can seed behaviours that will raise productivity, innovation and retention at all levels of your organisation:

1. Be open and available to your people.

When boardroom level discussions don’t filter down to your teams, gossip and rumours will often fill in the gaps. That creates fear, and a ‘them and us’ mentality that fuels resentment and apathy. To create an open and honest environment, you need to share with your people what your plans are, why you made them, and for bonus points, ask them their opinions on company issues. Why is this so important? People will be more willing to embrace change, and contribute to goals, if they can understand what is going on, and feel part of the larger conversation.

2. Create transparent goals.

Could you explain in clear and simple language what success means for your business? Could you write your operational goals out in a large font, and stick them on the breakout room fridge? If your goals aren’t transparent enough to stand in as the text on a motivational poster, then tear them up and make them simpler. The more everyone in your organisation understands what they are here to achieve, the more cohesive your teams will be.

3. Celebrate great performance.

Having clear shared goals is half the battle, but you need to motivate your people to want to achieve them. That’s why you should look to praise and recognise those who help you meet goals. This lets everybody know that if they do put the effort in, they will be recognised by their leaders. This will inspire other team members, and also help attract talent to your organisation. After all, for many people, recognition is just as important as salary considerations when it comes to choosing an employer these days.

4. Underline the fact that everyone can contribute.

A culture is strengthened when every member of a team can feel like their contribution will be heard, considered and potentially acted upon. Being a leader who listens to ideas from across the business, and does it publicly and openly, will send out a clear message to everyone: Your contribution is welcome and encouraged. This is a great foundation for stimulating innovative thinking, embracing new ideas, and building resilience in the face of sudden change.

5. Make sure your company mission stands for more than financial success.

This is the real chicken and the egg of cultural leadership. If you can create a sense of aspiration for your business that focuses more on your contribution to a better world, rather than better profits, and communicate this clearly, you’ll unlock many great things. Studies have shown, again and again, that when a team is inspired by a greater mission, they will be more fulfilled, more focussed, and more driven. And as it turns out, all those things will contribute to your business achieving those profits too.

In leadership roles, it’s impossible not to contribute to the culture within an organisation. That’s why it’s so important to set the right tone and stay focused on maintaining it over time. ABSTRACT is here to support your organisation and ensure your leaders have a lasting impact.

Looking to set a cultural tone that ensures your business is ready for any challenge, able to attract the best talent, and capable of grasping success in the face of rapid change? Then get in touch .

Six leadership lessons Martin Johnson and Andy Nicol took from the Six Nations

Wed, 06 Apr 2022 08:30:03 GMT

If you missed our exclusive Livestream with Calcutta Cup winning captains Martin Johnson and Andy Nicol, don’t worry, you can watch it here . It’s a must see for rugby fans and business execs alike, with plenty of insider insights about leadership on – and off – the pitch.

To whet your appetite for the main event, here are six key leadership lessons Andy and Johnno gained from the Six Nations.

France had a secret weapon that took them from mere competence to Grand Slam glory.

After years of underwhelming performances, France came into the competition looking like the real deal. They’d put longstanding motivational issues and internal problems behind them. So what changed?

Top quality coaching from Shaun Edwards, in Andy and Martin’s view. His ability to motivate his players behind the scenes inspired international calibre performances across the board, even from the lesser know players in the squad.

The same is true in business, we’ve seen it again and again. Leaders who are inspirational coaches have the capability to unlock better than best performances from everyone around them.

Don’t build a team around a few star players. Make the team the star.

As Martin points out, England’s strategy seemed to rely on a handful of exceptional players. However, this left them vulnerable. When injury forced Manu Tuilagi to withdraw from the team, a hole was left in the squad that couldn’t be filled.

If you’re reliant on a sprinkling of key players to get you the results you need, you’re going to come unstuck. As important as recruiting the best talent is, at the end of the day it’s the way your people work together that matters the most. If you can create real synergy, your team will always be greater than the sum of its parts.

Leaders need to take a cool look at events.

Martin Johnson will rewatch a match days after the fact, when his emotions have had a chance to cool down. This is where he’ll often gain key insights on strategy. As he explains, the euphoria in the stadium when Scotland won against England was overwhelming. The fans were over the moon, and saw great things ahead. However, when he reflected on the performance later, it became clear that England’s attack had been weak, leaving Scotland’s back line untested. And sure enough, in the next few weeks, Scotland suffered defeats from three strong teams.

Great leadership requires that ability to step back, and analyse past performance in the cold light of day. Even (and especially) when things have gone well. Because often, that’s where you’ll find the key insights you need to adapt and strengthen your strategy.

Strong role models are more important than written rules and regulations.

When players join an established team, they aren’t necessarily going to go and read the company rule book. They’re more likely to look around, and see what more experienced hands are doing, and then model that behaviour.

Take the Scottish team. Their published code of conduct stated they shouldn’t go out drinking during the run up to matches. But sure enough, several players were spotted out and about, and social media went berserk. Were the players in the wrong? Or were the club’s rules overly draconian? Well, we’ll leave that to the social media mobs to decide.

For Martin and Andy, it comes down to trust. Would you trust the people in your team to do the things you need them to? If you work with people you can truly rely on, you shouldn’t have to worry about what they’ll get up to in their free time. After all, who hasn’t been tempted to blow off steam when dealing with a high-pressure work situation? If you set too many rules, you’ll paint yourself into a corner eventually.

It’s far better to lead by example, and role model how you’d expect others to behave. Because a living, breathing demonstration of the best way to do things is always more effective than a book on a shelf.

You’ll learn more from a poor performance than an ‘easy’ win.

During the France v Wales match, France looked visibly rattled by the Welsh defence. However, they dug deep, and got the win. They didn’t play at their best, but when the chips were down, they fell back on their training, and did enough to beat a tough side.

It wasn’t pretty, but it meant France remained unbeaten, and that was what really mattered.

Ultimately, a leader will learn a lot more on those difficult days than they will when things are going great. And a great leader will take those lessons, and use them to craft even greater results in the future.

Poor leadership will sink everything.

England had the biggest budget of all the teams in the Six Nations, and plenty of great players to call on. But none of that mattered, because right now they lack great management.

If leadership isn’t at its best, you can pump all the money and talent in the world into a situation, but the only result you’re ever going to get is disjointed play, and squandered opportunities. A great team always starts with a great manager.

If you’re looking to strengthen your leadership, and create a Grand Slam worthy team of your own, then get in touch .

Sue Liburd MBE is on the judging panel for Inclusive Companies Awards

Tue, 29 Mar 2022 11:23:58 GMT

We are pleased to confirm that Sue Liburd MBE is part of the judging panel for the Inclusive Companies Awards 2022. Sue was 'Champion of Inclusion' at the Inclusive Companies Awards the last time they were held in 2019 and is a Non Executive Director of ABSTRACT.

Inclusive Companies is a cross industry network harnessing best practices and innovation to drive inclusion for all. The Inclusive Companies Awards, rewards organisations for harnessing a truly diverse workforce, thus recognising the significant efforts of organisations nationwide that excel in their commitment to equality and inclusion across all strands of diversity. The 2022 awards will showcase some of the nation’s most inclusive organisations.

We are also delighted to be working with Inclusive Companies to deliver a webinar on the topic of Imposter Syndrome – A Wicked Problem To Solve . This will be delivered virtually by ABSTRACT presenters Anne Clarke and Mark Fryer on 22 June 2022. This webinar will offer fresh perspectives on Imposter Syndrome and its mercurial nature, exploring a number of proven strategies and interventions to disrupt and resolve its insidious impact. If you re interested in attending, you can book your place here .

If you want to learn more about ABSTRACT and the work we do, please get in touch .

Our new Programmes and Webinars

Mon, 28 Mar 2022 08:15:03 GMT

We have recently updated ABSTRACT’s website to better reflect our full range of topical and impactful programmes and webinars that we are successfully delivering to help our clients and their people to build modern day businesses fit for today’s social objectives.

Many organisations are returning now more fully to the office or a new hybrid environment, and our new programmes and webinars reflect this. We are also seeing that many people may need help and support with their personal wellbeing as we transition out of the pandemic.

All of our programmes and webinars are researched and designed to be interesting and to have practical application.

Our Programmes

We have added the following programmes:

Health and Wellbeing - designed to help your people to identify and attain their optimal state of wellbeing.

Consultative Sales – will help delegates to understand what their client wants to achieve and how to provide insightful solutions through considered consultation.

Our Programmes also includes an outline of our established career management development programmes, ACCELERATE and AMBITION .

ACCELERATE is a well proven Career Management Development programme aimed at developing the growth and promotion of under-represented groups in business. AMBITION has been designed and successfully delivered as an early to mid- career development programme for junior and intermediate managerial roles and those who have been identified for future career progression., helping you to retain and grow your most talented people.

Our Cultural Competence and Character Programme forms part of our Inclusive Leadership Series and is aimed at Leaders and Managers to seriously improve and visibly apply their diversity of thought and respect within your organisation, positively creating an environment to bring out the best in everyone.

We also provide bespoke programme solutions for Cultural Transformation and our Critical Thinking Series.

Our Webinars

Our new webinars can be delivered individually but more often as part of a webinar series. Our new topics include:

How To Create Powerful and Fearless Teams – will provide you with multiple actionable insights for you to develop strong and considerate leadership to create a powerful and fearless team.

Promoting Your Brand and Profile in a Hybrid World – shows how to authentically build your brand and promote your profile.

Attracting Sponsors and Mentors in a Hybrid World – provides an understanding the power of sponsors and mentors, why you need them to achieve your career goals and our tips how to approach this.

Bag of Aspirations: Reimagining What’s Possible – originally delivered for International Women’s Day 2022, this talk provides insights and ideas to accelerate equality that you can apply on a personal level and in business.

Personal Wellbeing: Top Tips For The Workplace - provides multiple actionable insights for you to implement into your everyday workplace routines, helping to manage your personal wellbeing to an optimal state.

This final topic will be delivered as an ABSTRACT webinar event at midday on Thursday 28 April, in partnership with the leading investment management business, 7IM. This free to join webinar will be delivered by David Nikolich, founder, Managing Director and the architect of ABSTRACT’s award winning learning and development programmes and Sarah Furness. Sarah is a former combat helicopter pilot and squadron leader, now keynote speaker who talks extensively about leadership, empowerment and wellbeing, helping leaders in mentally tough environments to perform and thrive under pressure.

You can find out more or register for this event here .

Interested in finding out more about how we can help you and your team?

Get in touch to find out more or to set up a consultation meeting, at no obligation, to explore your problems to solve and how we might help.

You can contact us or get in touch directly with any member of the ABSTRACT team.

Improving the diversity of UK Boards

Fri, 25 Mar 2022 16:30:47 GMT

The Parker Review Committee, led by Sir John Parker, has published its awaited update on Improving Ethnic Diversity of UK Boards, five years on from its first report.

Supported by UK Government and EY, it sets out the progress made to date and their recommendations to companies and next steps to:

Increase the ethnic diversity of UK boards
Develop candidates for the pipeline and plan for succession
Enhance transparency and disclosure

Number two is where ABSTRACT can help most, which will ultimately lead to achievement of Number one. It is pleasing to see a number of ABSTRACT’s FTSE 100 and FTSE 250 clients listed as having met the targets set by the review.

In the foreword of the report, Sir John Parker says:

"The longer I have served on corporate boards the more convinced I am of the value of bringing into our Boardrooms the best talent and, without a doubt, that includes talent reflecting gender and ethnic diversity. It is through such inherent talent, the quality of experience and the richness of diverse views, that we can establish modern and inclusive cultures and winning competitive strategies".

ABSTRACT agree and we are committed to helping more women and people from under-represented into leadership positions by developing their careers and personal skills through our impactful learning and development programmes. We also work and collaborate with organisations who are committed to doing the same. Our Cultural Competence For Leaders programme helps participants to engage, set the cultural tone and create an inclusive environment, embedding behavioural change through application.

Furthermore, we have created our Equality Diversity and Inclusion introductory pack to share our philosophy and approach to successfully embedding ED&I behavioural change within an inclusive working environment where everyone can flourish. If you would like to receive a copy of our pack or to arrange a consultation with us please get in touch at info@abstractuk.co.uk or with any member of our team.

References:

Link to Improving the Ethnic Diversity of UK Boards, an update report from the Parker Review:

https://assets.ey.com/content/dam/ey-sites/ey-com/en_uk/topics/diversity/ey-what-the-parker-review-tells-us-about-boardroom-diversity.pdf

Link To FT article – FTSE 100 companies hit boardroom diversity targets

https://amp-ft-com.cdn.ampproject.org/c/s/amp.ft.com/content/a69e016d-0d10-45a8-bd95-76e314a14f38

Chair or Chairman - Does it really matter?

Mon, 21 Mar 2022 10:30:21 GMT

Why is there a call for change?

Several leading business groups, The Institute of Directors, British Chambers of Commerce, Make UK and the CBI (Confederation of British Industry), have joined forces to call on the UK Government to stop using the word ‘chairman’. They have all signed an open letter suggesting the default term as used by Companies House be changed to the more neutral term of ‘Chair’. They have also suggested how this change can easily be adopted into corporate governance legislation.

Jon Geldart, Director General of the IoD said: “Whilst significant strides forward have been made on improving gender balance in Board and leadership positions, we must continue to strive for greater representation by women. Clearly changing Companies House’s model articles is no silver bullet, but neither is it trivial. By taking this small step, the Government can ensure that gender neutrality is instilled in new business ventures at their inception.” 

The FTSE Women Leaders Review recently published a new set of recommendations for achieving greater gender balance for women on boards and in leadership roles, with a focus on creating a pipeline of future leaders. Their report builds on previous work carried out through both the Davies Review and the Hampton Alexander Review.

It shows remarkable progress, as nearly 40% of UK FTSE board positions are now held by women compared with 12.5% just 10 years ago. Additionally, the percentage of female non-executive directors (NEDs) on FTSE 100 boards is at an all-time high at 44%,

But there are still very few women in the most senior leadership roles, with just eight female CEO’s currently in the FTSE100. The number of women in Chair roles across the FTSE 350 rose to 48, up from 39 in 2020. This is progress again…but is still only 14%, which does not feel right.

Does it really matter?

Some may ask does it really matter, as it’s not like women are barred from the role. Some may say that technically the traditional title of Chairman is actually gender-neutral or that the term Chairwomen may be used where it’s appropriate. That this is just political correctness.

But language is important. Perceptions and optics are important. Removing barriers to the aspirations of women is important.

So we support this move at ABSTRACT and, from the reaction of many, it feels like the corporate world does too. In business terms ‘Chair’, is a neutral alternative to Chairman or the less commonly used Chairwoman. Removing this seemingly small barrier will be another step towards greater equality in business. And we believe that greater diversity in the corporate boardroom leads to better judgment and decision-making.

We think it’s part of the natural evolution of business that, with greater numbers of women progressing to senior leadership positions and board roles, we will naturally see more women as company Chairs in the near future and that this seemingly small change will help that process.

So how can ABSTRACT help?

ACCELERATE , our career management development programme, includes a module dedicated to Boardroom Expectations and Future Readiness. We want to help more individuals reach their potential, and that includes supporting more women into senior leadership roles. Our award-winning learning and development programmes promote inclusive leadership, career management for women (alongside other unrepresented groups), and will help you and your people to create a modern business that is equipped for today’s social objectives.

Get in touch to find out more.

Useful links:

IOD: Leading business groups call on UK Government to stop using archaic word Chairman:

https://www.iod.com/news-campaigns/press-office/details/Leading-business-groups-call-on-UK-Government-to-stop-using-archaic-word-Chairman

Linkedin: leading business groups call on UK government

https://www.linkedin.com/posts/institute-of-directors_leading-business-groups-call-on-uk-government-activity-6905130467008274432-QbiE

FT: Kwarteng rejects demand to remove ‘chairman’ from company titles

https://www.ft.com/content/380a2bab-ddf2-4abf-9e50-a8269b2a3077

Corporate Governance Institute: What is the role of the Chair of the Board.

https://www.thecorporategovernanceinstitute.com/insights/lexicons/what-is-the-role-of-the-chair-of-the-board/

We’re a Finalist in the British HR Awards 2022

Mon, 14 Mar 2022 16:36:52 GMT

We are delighted to announce that we’ve been named a Finalist in two categories for the British HR Awards 2022 - SME of the Year and Consultancy of the Year.

With a range of categories including ‘Best Overall People Experience,’ ‘Wellness Initiative of the Year’ and ‘Rising Star of the Year’ the British HR Awards 2022 sets out to discover and celebrate the organisations and individuals that are truly passionate about delivering a world-class people experience.

This year, just over 100 entries were received from organisations across the UK, and so competition to be named a Finalist proved to be very tough. Firms taking part range from innovative start-ups to tech unicorns, global giants, not for profits and everything in between.

The British HR Awards 2022 judges include:

Mel Willsmore, People Director at Strike
Perry Timms, Chief Energy Officer at People and Transformational HR
Kelly Stokes, HR Director at Aldi UK
Hannah Reid, People Director at Apple
Melanie Punch, Head of UK Careers at Investec
Neil Piper, Chief People Officer at KFC
Daniel Kasmir, Chief People and Procurement Officer at TalkTalk
Nate Harwood, Founder at New Possible

We’ll find out if we’ve won at an awards ceremony in Central London on the 21 ^st April 2022.

Nate Harwood, Founder of New Possible and British HR Awards judge said: “The quality and diversity of entries has made judging a real challenge, but also a great privilege. We’re immensely proud to recognise the organisations and individuals that are working hard to create exceptional people experiences. These leaders are fundamentally reimagining the future of work and helping to showcase British HR leadership on a truly global scale. Congratulations to all the Finalists.”

Andy Nicol, CEO of ABSTRACT, has said: " We are absolutely delighted to be confirmed as finalists in two categories for the British HR Awards 2022, for 'SME of the Year' and 'Consultancy of the Year'. We also congratulate all the other finalists on their achievement."

The British HR Awards is powered by New Possible, a next-generation employee insight platform . New Possible helps HR leaders build healthier organisations by providing meaningful insight that can drive real change.

Breaking The Bias

Fri, 11 Mar 2022 13:42:00 GMT

International Women’s Day is a global event celebrating the achievements of women. This year it was also a call to action to accelerate women’s equality and encourage people across the globe to #BreakTheBias . This year's International Women's Day took place against the dreadful backdrop of events in eastern Europe and highlighted the plight of women in the conflict.

The ABSTRACT team have been actively involved in a number of events for IWD this year:

Andy Nicol and Sue Liburd MBE DL hosted an ABSTRACT virtual event where Sue provided fresh perspectives, inspired us with what is in her ‘Bag of Aspirations’ and helped attendees re-imagine what’s possible. Sue encouraged participants to get comfortable with being uncomfortable by listening and speaking to people with opposing views, and also encouraged open-dialogue by making the sometimes unconscious more conscious. Sue explained how taking small actions can cumulatively lead to big changes in results. Sue also delivered a presentation on this topic at the University of Lincoln.

ABSTRACT Founder and MD, David Nikolich, was a guest for an interesting and insightful panel discussion at the Chartered Banker Institute’s ‘Break the Bias’ webcast , alongside panel chair Jo Murphy and some leading industry experts. David stressed the importance of leaders and managers displaying their visible commitment to breaking the bias and how organisational culture is only as good as the worst behaviour you are willing to tolerate.

Anne Clarke delivered an IWD themed event for Women at Tesco Bank on Building Your Personal Brand in a blended working environment, providing practical actions for career development. Sarah Furness hosted an IWD panel event for Sopra Steria. We also published this deliberatively provocative article by Sarah on What Can Women Learn from Men about Empathetic Leadership?

The expertise and wisdom of our NED, Sue Liburd, has been particularly in demand. This is what Sue had to say about International Women’s Day:

"This week many of us have been celebrating International Women’s Day. It has been an opportunity to acknowledge and celebrate the social, economic, cultural, and political achievements of women. To discuss our gendered biases and explore ideas on how we can accelerate change. The theme this year was breaking the bias. There is no doubt about the importance of bias and the role it plays in our lives. In the discussions where I played a part, we moved beyond the rhetoric of making bias normatively bad, and asked deeper questions about gender, diversity, inclusion. Men are not the gold standard against which women and minorities should continue to be measured. Sharing aspirations this week I have laughed, been thoughtful, emotionally moved, felt connected and been inspired by possibility. I thank the diverse groups of people from all genders with whom I’ve spent time." (1)

Amongst the wave of positive social media coverage for IWD and support by individuals and organisations, I also picked up some frustrations by some that positive intent and themed events have to be backed up by meaningful action. For example, I noticed on Twitter a campaign by an organisation that was re-tweeting corporate IWD posts together with a simple brief summary of their actual gender pay gap. For some, to use an old banking term, words and figures differed.

At ABSTRACT we aim to help organisations turn their positive intent into meaningful and impactful action, to build modern organisations fit for today’s social objectives. We have created our Equality, Diversity and Inclusion Client Introductory Pack to share our philosophy and approach to successfully embedding ED&I behavioural change within an inclusive working environment.

More details will follow but get in touch at info@abstractuk.co.uk if you would like to receive a copy of our pack or to arrange a consultation.

References:

(1) These thoughts were initially shared through Black Leaders UK, a collaboration of Black professionals and allies from corporates, education, civil service and communities volunteering to deliver black inclusion.

What can women learn from men about empathetic leadership?

Mon, 28 Feb 2022 09:26:40 GMT

Empathy may be a “female superpower”, but men may be more compassionate than we think.

Ok, I’m being deliberating provocative here, but hopefully I’ve got your attention. As we approach International Women’s Day I wanted to write an article that celebrates and inspires females in leadership. I decided to reflect on empathetic leadership because empathy is often seen as a “feminine” trait. But I also wanted to determine whether or not men have any hope of possessing this superpower and whether we can learn anything from them. I recently read “Untamed” by Glennen Doyle. He made a germane point that stopped me in my tracks. “Human qualities are not gendered. What is gendered is permission to express certain traits.“ It got me thinking; is empathy really the exclusive trait of women or have we just claimed that in that pursuit of female empowerment? And if so what does that mean for inclusive leadership? I’m not saying there aren’t inevitable differences between genders. I don’t think there is any great crime in owning and playing to our strengths, whether we have arrived at those through nature or nurture. But I also believe that if we really want to empower women, or anyone for that matter, we won’t get very far doing it by putting others back in their box (or any box for that matter - it kinda contradicts what we are trying to do here). I think we’re better than that. We all are. So this is a discussion of what empathetic leadership really means and what we can learn from both genders.

Why empathy is a superpower

It is often said women are more attuned to feeling empathy. Whereas men have a maddening tendency to try and fix things. Women might say “my god that is just utterly rubbish and you didn’t deserve that” when you get overlooked for a promotion.
Whereas we may expect a man to say “well maybe you should get a different job”. The latter is a rational conclusion to draw from the situation and ultimately it might help to save precious time and effort down the line. So technically there is nothing wrong with saying this. But it is most likely NOT what a person wants to hear in that precise moment.

Why?

Because in that moment we want to know our suffering means something to someone. We don’t want a briefly thought-through solution that undermines our pain or leaves us feeling stupid for not seeing the signs that we work for a nincompoop boss.

This might lead us to the conclusion that the primary advantage of being an empathetic leader is that your team members feel heard and therefore valued. And that, of course, is true.

But there’s actually more to it than that.

Arthur Labinjo-Hughes died at the age of 6 years old from unrecoverable brain injuries. He had been abused, starved and poisoned by his father and stepmother for a protracted period before he died. He had experienced unimaginable and horrific suffering.

When the article hit the papers my own son, who shares the same name, was also 6 years old at the time. I could physically feel my throat constricting and a sharp pain in my chest, such was my repulsion for what I was reading. My instinctive reaction was to turn away from this pain. I didn’t want to read the article. I also noticed a natural urge to reduce this pain. “At least he isn’t suffering now” I remember thinking as a weak consolation. The example I am using is shocking and awful but I am using it on purpose.

Why empathy is NOT a ”soft” skill

Showing empathy to ourselves and others is actually genuinely HARD. In Robert Sapolsky’s ”Behave” he shared some surprising information empathy. Studies have shown that empathy actually increases our cortisol because empathy requires us to experience pain. We find it physically and emotionally stressful to be empathetic. Moreover, it often requires us to acknowledge uncomfortable truths, for example, the capacity of human beings to do harm. So showing empathy requires courage. And it is draining. It’s no wonder we might turn away from it.

Why Empathy is crucial for growth

But empathy is also a superpower. Empathy allows us to learn and grow. Think about it - the reason we feel pain in the first place is so we can tell when something is dangerous or harmful to us. So if we avoid all pain then we are potentially denying ourselves of some powerful insight.

The articles around Arthur Labinjo-Hughes cited various “missed opportunities” by social workers and police to spot the signs and intervene. Some defences were made. And it’s understandable. I can’t imagine there is a single human who would want to bear the pain of knowing that could have helped that little boy but didn’t. It is far less painful if they can convince themselves there is nothing they could have done. And maybe they’re right….But what if they’re not?. You see, if they don’t have the ability to bear that pain, they HAVE to find an excuse. They have to insist on being powerless. BUT if they can acknowledge the horrific possibility that they could have done more… if they can bear that pain, even just a little bit, then they now have the opportunity to learn from it. And to save other little boys and girls.

Empathy, therefore, is not only a valuable life skill, it gives us the capacity and insight to learn from difficult experiences.

Compassion and Empathy complement each other but they are different

I have noticed that women are often naturally drawn to practising empathy. I’m as proud as hell to say that because I see empathy as a courageous and noble trait. But I’ve also learned that you can have too much of a good thing. Just because we CAN sit with pain doesn't mean we should make a habit out of it. Cultivating empathy is an invaluable leadership tool. Not a self-flagellation tool. Being an “empath” is not a good reason to become buried by someone’s pain, become a martyr or celebrate trauma. Remember, empathy is draining. And as leaders, we need to keep the batteries charged so we can do our best by those we serve. So we also need to practice compassion. And, believe it or not, they are NOT the same thing. They actually involve activity in different parts of the brain. In fact studies have shown that people experience a reduction in compassionate feelings when they are empathising. When we practice empathy we FEEL pain and therefore it is stressful and draining. When we practice compassion we radiate warmth and love to ourselves and others which is renewing and nourishing. Compassion is what allows us to let go of the self-harming thoughts that drag us down. So there is a time for empathy for sure. But there is also a time and a place for the “male” trait of “well maybe you should get a different job” and MOVING ON. And if I may make an observation, letting go is a quality I’ve often envied in many male leaders. I wouldn’t say that ALL men find it easy to let things go. Over-thinking and emotional self-harm are increasingly evident in many of the people I work with, tragically. But in my experience men often seem to “get” it whereas women put up huge resistance to this concept. I know I did. Either way, I’d like to see a world where we don’t need to label these traits as masculine or feminine. The bottom line we ALL need a bit of both in order to grow and thrive…And we need to practice both if we want to be resourced and insightful leaders. And who knows, maybe men are better at compassion that we give them credit for? Maybe we can learn from each other? Isn’t that was inclusive empowerment is really about?

Sarah is a former combat helicopter pilot, now a keynote speaker who talks extensively about leadership and empowerment. She helps leaders in mentally tough environments to perform and thrive under pressure. She is currently writing her first book ”How to be a superhero, not a sociopath". Sarah is also a Senior Associate Consultant for ABSTRACT.

IWD 2022: 'Breaking the bias'

Wed, 23 Feb 2022 15:42:51 GMT

The campaign theme for International Woman’s Day (IWD) this year is ‘ Break the bias .’ As you can imagine, this is something that very much resonates with what we strive for here at ABSTRACT. After all, the work we’ve done to help organisations embrace a gender equal landscape, one where differences of all kinds are valued and celebrated, is something we’re passionate about. And working to remove those conscious and unconscious biases that are often ingrained into industries, and organisations, is one of the most valuable contributions we believe we’ve made towards creating a positive future.

We’ll be holding our own event that week, hosted by Sue Liburd MBE and Andy Nicol. Join us and be inspired by Sue’s fresh perspectives from her ‘ Bag of Aspirations ’ on how we can reimagine and change our relationship with bias to create a more gender-equal and inclusive world.

Also that week, our team will be at large, sharing their expertise through various IWD themed lectures, seminars and web events:

ABSTRACT founder and MD, David Nikolich, is a panel guest on the Chartered Banker Institute’s ‘ Break the Bias ’ webcast, alongside several other industry experts. Expect David and others on the panel to highlight voices in the field, and discuss ways the financial sector will benefit from a diverse and equal future.
Anne Clarke will present a themed webinar, focussing on personal brand and profile, for the Women at Tesco Bank Network. Anyone who has attended one of Anne’s lively and engaging ABSTRACT seminars will know this is an event not to be missed.
Sarah Furness will be hosting an IWD panel event for Sopra Steria.
Sue Liburd will also be drawing from her ‘Bag of Aspirations’ at the University of Lincoln on March 8 ^th , offering her inspirational perspective, actionable insights and ideas to accelerate equality. If you’re in the area, don’t miss out. You can book your ticket here .

As we approach IWD on March 8 ^th , we’ll share further articles and details of other events that our wider team are involved in.

There’s still work to be done.

As ever, we’re thrilled to be able to share our research and expertise with wider elements of society, and spread important ideas that are helping to empower individuals, and create a more inclusive business environment.

Of course, we’ll also be taking the time to listen, and take stock of what has improved, and where work still needs to be done.

At ABSTRACT, we improve businesses through people. And we fundamentally believe that for any business to thrive during the challenges ahead, they need diverse voices at all levels, operating in a culture that makes everyone feel their contribution is valued.

If you’re looking to address your gender pay gap, or bringing fresh perspectives to your business leaders, then we can help.

Our award-winning learning and development programmes will promote inclusive leadership, career management for women (alongside other unrepresented groups), and ensure you create a business that is equipped for today’s social objectives. Get in touch to find out more.

What should I do with my life?

Fri, 18 Feb 2022 17:02:42 GMT

With the title of his 2003 New York Times best seller, Po Bronson posed the question ‘What should I do with my life?’ He wasn’t the first, nor will he be the last to posit such a question. However, the past two years have undoubtedly led to a huge increase in people asking themselves the same thing, as seen with the numbers of LinkedIn members changing roles since the start of the pandemic increasing by 25% [1]

In September 2021, I found myself becoming part of the ‘ pandemic epiphany ’ trend. Deciding to leave a secure, stable and rewarding job, that had provided me with career and personal development was a difficult decision. I found myself breaking the ‘what should I do with my life?’ question down into three components:

What do I value, both professionally and personally?
What am I chasing right now?
Does what I’m chasing fit with what I value?

The answers to these questions all pointed in one direction. It was time for me to realign my professional life to match my values in order to get me excited about chasing the next chapter of my career. That’s when I found ABSTRACT. I knew during the interview and on-boarding process that this was a special company. The questions asked were relaxed yet thought-provoking, but what struck me most was the genuine emphasis on valuing what I had to say. They wanted to learn from me as much as I could learn from them. I felt fully supported before joining and it was clear everyone was gearing up to welcome me into the fold.

Flash forward to February 2022 and I have finished my first week as Head of Product Development at ABSTRACT. In five short days I’ve experienced first-hand the ‘best in class’ approach that all of the ABSTRACT team display in everything they do. I was lucky enough to shadow the founding member of ABSTRACT throughout the week and witness the incredible breadth and depth of business intelligence. I’ve had motivational talks from a rugby legend. Met with potential clients with huge dreams looking for the unique ABSTRACT touch to help them on their journey. I’ve been privileged to sit in with current clients; people at the top of their professions, looking for those nuggets of inspiration to help with their projects. Equally important as the inputs I’ve experienced are the outputs, finalising important client proposals, reviewing current training material and developing roadmaps for the next projects have all been catalysts to start amalgamating myself with the ABSTRACT DNA.

My main reflection over this past week has been the incredible team dynamic I’ve been brought into. Everyone is given a voice. Everyone contributes. Everyone is heard. That’s what makes ABSTRACT so unique, a team of highly skilled people working in unison to deliver life-changing results. Six months ago, I was unsure if I was on the right path. Today, I am confident I have made the right decision and look forward to being part of the new era at ABSTRACT.

(1) The Great Reshuffle: 10 workforce trends that will shape 2022 | LinkedIn

Two key insights for great leadership during challenging times.

Thu, 10 Feb 2022 10:03:03 GMT

Are you constantly contending with competing and changing priorities? Then good. You’re doing something right. If your days are spent solving problems, only to uncover new ones, you’re exactly where you should be. That’s business, and that’s what makes it fun, in the same way rollercoasters are fun. People wouldn’t queue for hours at Alton Towers’ Wicker Man if the track was flat.

But guess what? In the hybrid world we’re all facing, leaders are only going to encounter more problems. A nine headed hydra of problems, in fact, with heads that grow back as fast as you can chop them off. That’s the bad news. But the good news? If you can make peace with that reality, you’re well on the road to getting your head in the right place to learn how to manage, prioritise and never quite resolve all the competing problems you will face.

In fact, I’ve come to see the word ‘problem’ as a bit of a problem itself. It’s a negative word. Yet not all problems are negative, many of them are simply matters that require you to make a decision. And it’s in making those decisions that you will drive your business forwards. It’s a rewarding feeling, resolving things, and creating new ways to move forwards. It’s why you’re the person who does what you do.

And if you can thrive in that kind of atmosphere, then rest assured, you’ll never run out of problems, and decisions, that need to be made, ever again.

In my experience, there’s two factors that will help you adjust, and ultimately thrive, when times are frantic.

Preparation.

“Be prepared” is the famous motto of the scout movement, and it’s just as apt for business leaders. We may have access to subject matter experts, have people on hand who can provide details of the bigger picture we may not be able to fully see on our own. But even so, sometimes things will happen that we simply can’t prepare for.

You might, for example, look ahead to the next trading period, and identify important issues approaching on the horizon. Then you might work back from that point, create milestones, and draw up a list of people who can help you prevent those things from becoming serious problems. And then, halfway through resolving those issues, you suddenly have to go and put out a huge fire somewhere else.

That doesn’t mean your original plan wasn’t correct. It just means some problems can’t be foreseen until it’s too late. If you hadn’t been prepared, and taken steps to resolve those other issues, you’d now be dealing with more fires than you could probably handle.

As long as a huge fire isn’t burning because you ignored smoke over the horizon, you’re doing okay.

Write down your desires.

If something is important enough to need your attention, then planning and preparation is essential. Never wing it. In fact, our research has shown that by following these five steps, you can’t fail to reach your desired outcome:

1. What event, meeting, or other situation is on your mind?

2. What will you do prior to the event?

3. What would you like to happen as a result of the event?

4. What will you do and say to influence that result?

5. What will you do to follow up after the event?

And do you know something else? Our research also revealed that when people took the time to write out their intentions, just by committing to that act, they were already 50% more likely to complete the task at hand.

So go on, humour me. If you take nothing else away from this article, just try this quick exercise with me. Think of your most pressing problem. Five step it. I’ll be here waiting for you.

Did you write your steps down? Then well done. Statistically, you’re now 50% more likely to reach your desired outcome than you were before.

Oh, and never be afraid to adapt and amend your plan as you go. Because as I mentioned at the start, those problems you solve on your way tend to throw up new problems just waiting patiently around the corner.

Looking to better manage your competing changing priorities? Our range of webinar s will equip you with the skills and resilience you need to thrive in the hybrid era. We will also be delivering a webinar on Imposter Syndrome on March 2nd, if you would like to come along and gain actionable insights.

Martin Johnson & Andy Nicol: Leadership Lessons from The Calcutta Cup

Fri, 04 Feb 2022 12:40:51 GMT

Hear two Calcutta cup winning rugby captains hosting an exclusive session on leadership tactics in the midst of a sporting battle.

Get revved up for the 2022 Guinness Six Nations Calcutta Cup (at BT Murrayfield on Saturday 5th February at 4.45pm) with this exclusive Live Stream that took place on Tuesday 1st February at 5pm.

Feel the excitement and tension of professional sport, and learn from the best, as Johnno and Andy take a look at England and Scotland ahead of their quest for victory.

These sporting greats reminisce over shared stories of leadership, judgement and decision making in professional sport and demonstrate how you can apply these lessons in your own life.

To wrap up, the boys preview the upcoming game where England & Scotland go head-to-head once more as they kick off the 2022 Guinness Six Nations.

Whether you're a business executive or just looking for some fun entertainment, this session really delivers.

Martin Johnson & Andy Nicol present: Leadership Lessons from The Calcutta Cup

Tue, 25 Jan 2022 16:56:44 GMT

LinkedIn Live - Tuesday 1st February at 5pm

Join two Calcutta cup winning rugby captains for an exclusive session on leadership tactics in the midst of a sporting battle.

Get revved up for the 2022 Guinness Six Nations Calcutta Cup (at BT Murrayfield on Saturday 5th February at 4.45pm) with this exclusive Live Stream on Tuesday 1st February at 5pm.

Feel the excitement and tension of professional sport, and learn from the best, as Johnno and Andy take a look at England and Scotland ahead of their quest for victory.

These sporting greats will reminisce over shared stories of leadership, judgement and decision making in professional sport and demonstrate how you can apply these lessons in your own life.

To wrap up, the boys will preview the upcoming game where England & Scotland go head-to-head once more as they kick off the 2022 Guinness Six Nations a few days later.

Whether you're a business executive or just looking for some fun entertainment, this is the event for you!

The event went live on Tuesday 1st February, you can watch a recording of the LinkedIn Live here .

Equality, Diversity and Inclusion in 2022

Thu, 20 Jan 2022 09:00:05 GMT

At ABSTRACT, we think equality, diversity and inclusion will continue to be a key focus area in 2022. Especially as last year saw 84% of companies taking action to improve diversity in their business. (1) So most corporate boards and public sector organisations will continue to take the next steps to make further progress during this year and beyond.

How will this progress be measured?

Every business is individual and run differently but it is important to keep an eye on annual reporting. Here are a few we take interest in:

FTSE Women Leaders Review: Focuses on improving gender balance, building on the work of both the Hampton-Alexander and Davies Reviews over the past decade. The first report of their next phase will be published on the 22nd February 2022, and then annually. (2)
The Parker Review: An independent review by Sir John Parker. It reports on how to improve the ethnic and cultural diversity of UK boards so that they better reflect their employee base and the communities they serve. (3)
Better Balance For Business: Based in Ireland, they continue to strive for more diverse boards and leadership teams, supported by gender pay gap reporting now being mandatory in Ireland. (4)

So what’s next?

Many corporate boards, investors and regulators globally will continue to shine a spotlight on the diversity of companies and challenge the status quo, not just because it’s the right thing to do but because of the benefits in terms of well-being, decision-making and commercial performance. For example, the global asset and wealth manager, Schroders, recently announced that from 2022 they will take action against all-white boards in the UK by voting against the nominations of the committee chairs of FTSE 100 firms who have not met Parker Review recommendations. (5) Schroders may have been influenced by the likes of BlackRock, the world's largest asset manager, who have also been using their considerable influence as a major shareholder to further the equality, diversity and inclusion agenda, calling for corporations “to play an active role in improving the environment, working to better their communities, and increase the diversity of their workforces”. (6)

Fixing board representation is easier than building a sustainable pipeline of future leaders. This will be critical to success. As we continue to emerge from the worldwide pandemic, our team at ABSTRACT will continue to focus this year on our vision to make the corporate world a better and fairer place by helping our clients and their people. This will be through the delivery of programmes that focus on inclusive leadership, career management development, cultural competence and character, helping to build modern businesses fit for today’s social objectives and working with organisations to support the growth and development of their people. However what we really want to inspire and develop in teams is cultural intelligence and inclusive leadership.

If you want to find out more about what we do, subscribe to our newsletter at the bottom of the page or get in touch with one of our team.

References:

(1) Deloitte Annual Report Insights

https://www2.deloitte.com/uk/en/pages/audit/articles/annual-report-insights-2021.html/#/people

(2) FTSE Women Leaders

https://ftsewomenleaders.com

(3) The Parker Review

https://www.gov.uk/government/publications/ethnic-diversity-of-uk-boards-the-parker-review

(4) Better Balance For Business

https://www.betterbalance.ie

(5) Schroders : taking action against all white boards in the UK

https://www.schroders.com/el/uk/private-investor/insights/markets/taking-action-against-all-white-boards-in-the-uk/?t=true

(6) Black Rock

https://www.blackrock.com/corporate/about-us

A New Year career resolution

Wed, 05 Jan 2022 09:21:55 GMT

Career advancement is a popular New Year resolution for many and there are predictions of more than three quarters of UK professionals intending to look for a new job or change their role in 2022. (1) Their intended changes vary greatly, ranging from reducing hours, to moving roles within an organisation, to choosing a different career path completely.

The ‘Great Reshuffle’ this January means millions of employees are reconfiguring their careers. (2) You may be one of many, who are updating their CV’s or LinkedIn profiles, reviewing career plans and considering how you can recalibrate your career objectives and aspirations.

As an employer, it may be timely to help your people develop their careers and, in doing so, ensure that you build and retain a diverse, strong pipeline of future talent and leaders who have the right skills and behaviours to support your business plans for 2022 and beyond.

An ABSTRACT Programme could be a “shot in the arm” needed to help your people to navigate their career, to take responsibility for driving their own destiny and to skilfully navigate the changing landscape.

Our career-management development programmes are delivered by our carefully selected, impeccably trained facilitators. Either virtually or face to face, where circumstances allow. Our facilitators are subject matter experts and industry experienced with a deep understanding of people. ABSTRACT’s thought provoking and stimulating learning interventions are designed to support your people to take personal responsibility and control of their career through simple, implementable actions. We believe that the key to a consistent and quality transfer of learning is in the artistry of our delivery, as delegates move through various topics, working on individual tasks to working in pairs or working in small groups. Also, a large element of learning takes place with fun and by operating with each delegate’s respective learning style.

The nucleus of our career management development programmes is career choice as delegates consider what role they want, aligned to their career anchors, values and individual strengths. They will determine what behaviours are needed and what actions they will choose to take to influence them achieving the role or kind of roles that they aspire to. Our award-winning learning and development programmes are also designed to underpin your corporate objectives and departmental goals, to bring about individual or group behavioural transformation to enable your business to benefit from the full potential of your people.

Through our depth of expertise and intelligence in human behaviours, we have an enviable track record in behavioural and cultural transformation through educational programmes that will support career management for under-represented groups and help you to build a modern-day business fit for today’s social objectives.

Businesses must reassess their processes, embrace new ideas and transform the workplace culture to engage and retain employees in the year ahead. And ABSTRACT is here to help you in 2022, offering a diverse range of programmes. Get in touch to find out more.

References

(1) https://www.thehrworld.co.uk/more-than-three-quarters-of-uk-professionals-intend-to-look-for-a-new-job-in-2022/

(2) https://www.bbc.com/worklife/article/20211214-great-resignation-into-great-reshuffle

A Christmas message from ABSTRACT

Fri, 17 Dec 2021 12:51:29 GMT

Thank you to all our clients, delegates, business partners and to the wider ABSTRACT team for your support in 2021. We wish you and yours a very Merry Christmas, and a safe and prosperous New Year. Enjoy a well-earned break over the festive period and let's come back to better in 2022.

Take a look at my end-of-year round up and Christmas message:

Musings on the language of race

Mon, 06 Dec 2021 09:15:02 GMT

Language continuously evolves. Each year the Oxford English Dictionary announces its list of new word entries and revisions. In September 2021, they added almost 1000 revisions and over 800 new entries. Words such as anti-vaxxer, climate crisis, extreme weather, and mass distinction joined the lexicon". Twenty-six Korean words were added too, influenced by the success of K-dramas like Squid Game and K-pop bands like BTS! But this year's edition also included some relating to changes in our language relating to race, reflecting the increased focus on equality, diversity and inclusion by our wider society.

The following article was written by Sue Liburd MBE DL for Black Leaders, a community of committed Black professionals and allies who have come together to make positive and sustainable change. Sue is a Non-Executive Director of ABSTRACT, Champion of Inclusion at the 2019 Inclusive Companies Awards and was recently awarded IOD Director of the Year, Midlands Region, for Equality, Diversity & Inclusion, helping to make the corporate world a better and fairer place.

Please find Sue's article below:

There are many perspectives on the topic of race relations, racial disparity and thinking about how to close the race gap. The opinions expressed here belong solely to me, Sue Liburd, and do not represent the views of Black Leaders CIC. These are some of my musings on the language of race.

Language continuously evolves. Each year the Oxford English Dictionary (OED) announces its list of new word entries and revisions. In September 2021 they added almost 1000 revisions and over 800 new entries. Words such as anti-vaxxer, climate crisis, extreme weather, and mass distinction joined the lexicon. You may be forgiven for not noticing that this year we also saw the addition of terms related to race. These include:

Allyship, adj: The state or condition of being a person who supports the rights of a minority or marginalised group without being a member of it.

Anti-black, adj. : Prejudiced, antagonistic, or discriminatory towards black people; expressing or characterised by racism of this type.

Anti-blackness, n.: Prejudice, hostility, or antagonism towards, or discrimination against black people.

There is an ongoing challenge when it comes to tackling racial disparity in the UK, one of the many contributory factors is that our language relating to race changes so quickly. Personally, I think this is a good thing as it keeps the race conversation on the table and language needs to evolve in line with societal change. However, it does feels as though we are currently a little stuck. To BAME or not to BAME? Ethnic Minority or Minority Ethnic? People of colour or Coloured people? Which term should we use?

Any term used will have its challenges. The term ethnic minority is not always accurate as it depends on which country you travel to or work with in determining whether you are in the minority or majority. Social anthropologists argue the term, person of colour doesn't account for the fact that everyone has skin colour. They argue that white people are coloured too, and globally white people are in the minority. In the 1950s the term Black was considered derogatory, however in the 1980s it gained popularity and had political currency. BAME has become problematic as it is overused and used inappropriately or as an insult. It is pronounced as a word and as a catch all term for a group of people with diverse ethnicities and cultures. Treating us all as a singular and homogenous identity, which we are not. Since these terms were introduced, the UK has become much more multicultural and ethnically diverse. So, what can we do when discussing race? I suggest that each and everyone of us can take small actions for example:

Contest terminology that reproduces or perpetuates unequal power and racial inequality.
Stop using generic labels as a substitute for directly addressing a specific racial or ethnic group. BAME, Person of colour, Ethnic minority are not adjectives describing an individual’s identity.
Respect people’s differences and be courageous enough to allow people to self-describe rather than having to agree to a single term. Recognise, people have different preferences. When asked about my race or heritage I self-describe as being - Black British of Caribbean descent and I am racialised minority in the UK.

The language debate is ongoing, new descriptors will emerge. However, they must not detract from the important work taking place within organisations and institutions across the UK as they continue the journey to becoming more inclusive. It will always be important to understand the meanings behind the terms we use to address people and culture. I assert, that like the Oxford English Dictionary we all need to take responsibility to keep updating and refreshing our vocabulary.

Further details:

Black Leaders: https://blackleaders.co.uk

BBC Vax declared Oxford English Dictionary's word of the year: https://www.bbc.co.uk/news/entertainment-arts-59089596

Succeeding Together

Fri, 03 Dec 2021 13:26:05 GMT

It was back in February that ABSTRACT and our partner 7IM jointly won the coveted Gold Award for the External Learning Solution of the Year , at The Learning Awards 2021 by the Learning & Performance Institute. The award was for 7IM’s Succeeding Together Cultural Transformation Programme.

Due to the pandemic, 7IM’s Chief People Officer, Kate Hughes, accepted our joint award back in February from Strictly Come Dancing Co-Host and presenter Claudia Winkelman in a virtual ceremony. So it was lovely to finally get our teams together in London at the start of December for a celebratory dinner hosted by 7IM’s CEO, Dean Proctor. As Andy Nicol, CEO, ABSTRACT said “It was great to celebrate together and enjoy the great partnership that exists between us".

We want to say s big thank you to the brilliant team at 7IM and also to Anna Baker, who wasn’t able to join us on the night, but played a big part in this programme and the award win!

Time marches on. There will soon be a new Strictly winner and The Learning Awards in 2022 take place in February.

References

The Learning Awards: https://thelearningawards.com

Original article: 7IM and ABSTRACT scoop top award for cutting edge cultural transformation programme

What changing Airbnb rental trends tells us about the future of work

Mon, 29 Nov 2021 09:15:02 GMT

When Airbnb co-founder Brian Chesky stated that “the pandemic has disrupted the way we live and travel forever,” I found myself scouring their available data for insight into how that disruption might impact the future. And what I discovered told me we’re probably just at the start of a period of profound and sustained change. And no, I’m not talking about the future of tourism, but the future of work.

Right now, guests are booking longer stays at Airbnb rentals than at any point in the platform’s history, with around 20% of bookings for one month or longer. The likes of WIFI, pet friendliness, and self-catering facilities are now the top filters for this growing body of long-stayers.

This ties in with a recent survey, which found that 63% of respondents now expect more flexibility from their employers, with a third revealing they plan to live somewhere else for a time while working remotely.

In short, we’re currently seeing a new era of free-roaming remote workers, untethered from the commute, and eager to take advantage of the freedom many employers are offering.

In the last year or more, I’ve heard some of the largest organisations in the world announce plans to extend remote working indefinitely. I’ve also heard the same said by some of our clients at ABSTRACT.

We believe this will prove to be a long-term shift in working patterns, and not because the ‘big players’ are leading the way. In fact, we don’t believe the choice in whether remote working is the way to go or not will be decided in the boardroom.

That decision has already been made, I suspect, by the people who make up bulk of our workforce. We’re seeing it play out right now as millions of people around the globe, many of whom are in mid-career roles, quit their jobs. They’re rethinking what they want from their careers and lives, looking at what their employers are offering, and then leaping headfirst into what has become a very buoyant jobs market.

A time of opportunity… for some

We’ve been astounded by the volume and quality of candidates applying for our latest role here at ABSTRACT. People with rising careers in large and well-known organisations, are eager to take on a new role that offers flexibility and freedom.

This also tells me that a lot of organisations, both huge and small, are going to leak a great deal of mid-career talent if they don’t find a way to adapt to the new landscape. They’re going to find themselves with graduate level entrants, senior leaders, and not much in between.

The future of your work

Now is the time to ask yourself: What am I doing to engage, retain and develop my most talented people? What am I doing to attract the abundance of talent that is out there right now?

When it comes to retaining and engaging your people, ABSTRACT’s range of mid-career development programmes are the perfect first step. These courses will equip your managers with the tools to lead and inspire, and provide your mid-career talent with the support and skills they need to stay loyal to your brand, and re-calibrate their career objectives to a new era.

And with fresh masterclasses regularly added to our events library, including the likes of ‘developing a commercial culture in a hybrid world’ and ‘promoting personal brands and profiles’, we’re here to ensure you keep pace with sweeping changes.

Call this a warning, or a wake up call, but at a time when people are looking for ways to change how they work, your business needs to adapt if you want to retain your best people, and attract new talent.

ABSTRACT will provide you with the capability to thrive during the great resignation. Get in touch today.

Sources and further reading:

ABSTRACT; How to ensure productivity and engagement in the new era of hybrid working

https://www.abstractuk.co.uk/how-to-ensure-productivity-and-engagement-in-the-new-era-of-hybrid-working

Airbnb; The “Live Anywhere” Travel Revolution is here to stay

https://news.airbnb.com/en-uk/author/airbnbpress/

Harvard Business Review; Who Is Driving The Great Resignation

https://hbr.org/2021/09/who-is-driving-the-great-resignation

FT; The Great Resignation is a good story — but not what most people want

https://www.ft.com/content/7d6f2208-3c32-4226-a87b-8f05a9d8ce6a

CIPD; Flexible working during Covid19 and beyond

https://www.cipd.co.uk/knowledge/fundamentals/relations/flexible-working/during-COVID-19-and-beyond#gref

Navigating your business into 2022

Mon, 22 Nov 2021 09:15:02 GMT

How are you finding navigating your business through these unique times? If you’re anything like us, you’ll have fitted a lifetime of rapid adjustments, adaptions and pivots into an eighteen-month period, and likely learned a lot about who you are too. But what have you got planned for 2022?

Of course, unique times mean unique opportunities – for those who know how to grasp them. We can expect the future to come thick and fast, and that means more challenges, more changes, and more disruption over the coming decade. It’s a time when missteps could see market leaders stumble, and those who have the capability to seize opportunity will establish competitive dominance.

That capability will come from your most valuable assets, your people. And ABSTRACT can equip them with the skills, traits and resilience necessary to ensure your business thrives in this new era.

Whether you’re looking to create substantial cultural change across your organisation, strengthen equality, diversity and inclusion, or sharpen critical thinking and judgement in your leaders, our award-winning programmes are designed for you.

As one of our delegates said in a recent testimonial :

“Modern day leadership requires new world thinking. This programme instils all of this whilst retaining traditional commercial objectives.”

That new world is already here, so get in touch and let’s discuss how to empower your talent with the tools to meet it head on in 2022.

What a school textbook taught me about forming sound judgement

Wed, 17 Nov 2021 16:35:34 GMT

I had to smile recently when a past delegate sent me a picture of their child’s school textbook (see picture below). A series of colourful pictures detailed four simple steps for dealing with challenges, and finding effective solutions:

Calm down
Understand the problem
Think of lots of solutions
Choose the best one!

We were amused that the format echoed the Forming Sound Judgement & Decision Making module of our Critical Thinking series.

It was also a useful reminder to me that although our module is based on extensive academic research and interviews with corporate leaders , truly effective insights often have universal application well beyond the corporate environment.

Whether you’re deciding who gets first dibs on the best toys in the sandbox, or balancing the tasks assigned to remote and office-based staff to meet a looming deadline, you could do far worse than start with those four steps.

From classroom to boardroom

Of course, I won’t pretend that equipping our delegates with the ability to form sound judgement in an ever-shifting corporate landscape is child’s play. After all, with unparalleled access to reports, date and analysis, effective decision making these days requires the ability to cut through a constant overflow of information.

A key part of the Forming Sound Judgement & Decision Making toolbox involves techniques that allow delegates to grasp the issues at hand, so they can navigate their way to an effective solution. We teach techniques to find the right questions to ask to get to the heart of a problem or challenge quickly and effectively.

It’s also about promoting diversity of thought, building capabilities and also confidence, to make the right calls at the right time. That means equipping people with the ability to rise above groupthink, and avoid the many other factors that lead to indecision and uncertainty.

Often, the best way to do that is to step back, find ways to make a complex problem simple, and move forward from there.

Those are skills that matter now more than ever when it comes to effective leadership in times of rapid change and uncertainty.

And I find it incredibly reassuring that some of the insights we teach our delegates, when boiled down to their simplest steps, are also helping young children deal with their own challenges. That universality tells me we are onto something here.

ABSTRACT deliver learning and development programmes that promote inclusive leadership, career management for women and other underrepresented groups, and building modern-day businesses’ fit for today’s social objectives. Get in touch to find out more.

Sue Liburd MBE DL wins IOD Director of the Year Award for Midlands Region

Fri, 05 Nov 2021 09:51:10 GMT

Last night at the National Space Centre, Leicester, Sue Liburd was awarded the IOD (Institute of Directors) Director of the Year Award for Midlands Region in the category of Equality, Diversity & Inclusion. Sue was recognised for her work with ABSTRACT but her submission also reflected her other directorships and great work with her own company, Sage Blue, The NHS, The University of Lincoln, The Intern Group, as Deputy Lieutenant for Lincolnshire and others.

We congratulate Sue for this achievement which also reflects ABSTRACT's ongoing commitment to Equality, Diversity & Inclusion and our aim to make the corporate world a fairer and better place.

You can view the awards programme, including a brief bio of Sue, here .

How to ensure productivity and engagement in the new era of hybrid working

Tue, 02 Nov 2021 09:44:45 GMT

Organisations need to act now to reduce burnout, disengagement and attrition as hybrid working becomes the norm.

A steady transition requires strong and considerate leadership

Nobody wanted to jump ship during lockdown but with the job market now looking healthy, there’s a danger that attrition will sap talent from organisations as back-to-office plans are unveiled.

We’ve seen that organisations that create an ‘empowered culture’, i.e. they trust their employees to do the right thing and allow them to ‘locate for the day ahead’, are seeing increased engagement and productivity. In contrast, those with an ‘enforced culture’, where the business dictates the days and times people are expected to be in the office, are seeing their talent seek more flexible opportunities elsewhere.

Managing the performance of a hybrid team

The successful transition to hybrid working isn’t just about decisions made at the top level. It’s about understanding your people and their motivations, and setting really clear expectations and goals, so they know exactly what they need to do to meet their objectives.

If each member of your team cannot articulate their required inputs (tasks to meet their objectives), this will cause them significant anxiety. Clearly communicating the inputs required by your team to achieve the desired results, will reduce stress, increase engagement, and enable targets to be met. And, when it comes to assessing success, these results will always count more than time spent ‘present’ at desks.

A post-restriction approach to ED&I

Building fairness and inclusivity into the heart of a hybrid working model is a complex, yet fundamental, process. As any organisation adapts, situations arise where some teams or team members will feel isolated or left out. Rifts can develop that can be very damaging to engagement and productivity.

Navigating this territory requires inclusive leadership that demonstrates a visible commitment to get it right. Strong, considerate leaders, who show empathy and curiosity for others, and display emotional and cultural intelligence, will enable organisations to set a clear cultural tone, where all voices will be heard with equal weight. They must inspire a willingness to engage across the wider team, by creating an inclusive environment in which everyone can thrive and improve. They must draw out the unique attributes and contributions of their organisation’s most precious asset…its people.

Next steps...

It makes sense, but it’s easier said than done. Organisations want control and visibility, whilst workers want flexibility and trust. The need for a holistic skillset in management has never been greater. Organisations require inclusive leaders capable of supporting, coaching and developing people through major adjustments – and corporate culture will need to be infused across the entire organisation – within all the team and regional subcultures.

Download a free ‘back to better’ playbook here .

A BSTRACT offers award-winning programmes that support and deliver exceptional results. Our broad range of programmes are designed to strengthen businesses through upskilling, empowering and ultimately increasing retention and attracting talent.

OLD is the recycled NEW!

Wed, 27 Oct 2021 12:17:01 GMT

Whether it’s music, fashion or how we organise our business, some things just seem to come and go on an undulating wave of reinvention. How so? I hear you cry…

Well, we often look to the past for our inspiration of how we want the present and near future to appear. Old bands have influenced new artists; old designers have influenced new trends, and; old fashioned business principles are currently being reinvented in the workplace for the post pandemic 21st Century.

Recent research by Workday (Oct 2021) states that the number one business priority across UK and Ireland is actively building new cultures of trust across respective organisations. Furthermore, creating a more people centric world of work has recently and perhaps unsurprisingly, reintroduced itself.

Leaders are beginning to realise once again, that there are much clearer links between their people functions and their business outcomes. Remember that old maxim ‘garbage in – garbage out’. Well, unless you have a totally automated end to end system, you will undoubtedly need to invest in great people to develop great outputs.

Bite sized, menu based, intelligent and artistic ‘Learning and Development’ programmes are getting noticed and have suddenly moved up the Executive Agenda as a vital part of their overall delivery metrics. Learning and Development no longer appears to be a discretionary budget, L&D is definitely a key component of any organisation’s sustainable future.

Interestingly, the survey also points out that people have a newfound sense of self-importance and are now less likely to compromise their principles at work. So, it really is ‘out with the old and in with the recycled new’!

Sue Liburd shortlisted for the Institute of Directors Midlands Region Director of the Year Awards 2021

Tue, 26 Oct 2021 08:00:02 GMT

We are pleased to announce that Sue Liburd has been shortlisted for the Institute of Directors Midlands Region Director of the Year Awards 2021, in the category of Equality, Diversity & Inclusion.

Sue's submission reflected not only her work with ABSTRACT but also her other directorships and NED roles.

Good luck to Sue and anyone who has been shortlisted. The results will be announced at the hybrid ceremony on Thursday 4th November 2021.

Please join me in congratulating Sue for her well deserved shortlisting!

For more details, please read on here .

Women in the Boardroom

Mon, 25 Oct 2021 10:58:59 GMT

The Guardian recently reported on the advancement of women in the boardrooms of the UK’s top listed businesses. Research by Cranfield School of Management found progress on gender targets but still too few female chairs, chief executives and chief financial officers.

There are currently just eight women CEOs in the top 100 UK companies, and this remains the highest figure for the female FTSE board report since it was first published in 1999. The current female CEOs are Alison Rose at NatWest Group, Emma Walmsley at GSK, Carolyn McCall at ITV, Alison Brittain at Whitbread, Jette Nygaard-Andersen at the sports betting firm Entain, Amanda Blanc at Aviva, plus Liv Garfield, Severn Trent and Mondini de Focatiis at the insurer Admiral. The last two companies also have female chairs.

The report by Cranfield recommended that more companies should prioritise succession planning and talent management on their board agenda to improve the appointment of women into executive roles. This is where ABSTRACT can help.

For many years now, we have been working with organisations in UK, Ireland and internationally who want to take positive, practical action to support more women and other under-represented groups into leadership positions. Since 2013, we have worked with well over a thousand delegates through our ACCELERATE programme . Over that time, we have learned that individuals need to be given the responsibility, the empowerment and the tools to manage their career. We have proven that equipping individuals in more junior roles through to senior manager levels is critical to sustainable change. The focus of ACCELERATE is on engaging our delegates to aspire and explore beyond their initial aspirations and expectations. One of the programme modules is Boardroom Expectations and Future Readiness, which helps to relook and refocus these aims.

We want to see more organisations seriously investing in the middle to senior tier of business personnel, ultimately leading to a stronger, more sustainable pipeline of future leaders across businesses, the public sector and charities.

Get in touch here to find out more or to set up a meeting to explore how we can help with your 2022 plans .

Links to:

Guardian Article – Women in the boardroom

The ACCELERATE Story: https://www.abstractuk.co.uk/the-accelerate-story

ACCELERATE Programme: https://www.abstractuk.co.uk/our-programmes#ACCELERATE

Employees are consumers of employers

Thu, 14 Oct 2021 09:43:50 GMT

Just like customers have always been consumers of product and service providers, employees are the new consumers of employers.

In a recent recruitment survey (June 2021), the highest priority of a person looking for a potential employer was reported to be the Company or Organisation having a flexible working policy within an inclusive culture. These are no longer discretionary items that may attract a certain type of employee. These are essential items that may determine the breadth and depth of their human talent or even the longevity of an Organisation’s workforce.

The need to be a socially responsible Organisation to retain and attract new customers has moved up the corporate agenda considerably in recent years. However, the need for employers to be more socially responsible towards their employees is also here but has seldom appeared as a burning priority… until now!

With the introduction of post-pandemic ‘Hybrid Working’, employees are looking towards achieving a more productive and efficient work-life balance. This means they are consciously activating ‘choice’ to achieve their desired outcomes. Conscious choice is a powerful driving force, that once conceived is hard to extinguish.

Similarly, with the high-profile death of George Floyd and the recent rise of the Black Lives Matter movement, employees are expecting their Employers to demonstrate care and consideration for everyone in the workplace. Strong and considerate leadership, driving an inclusive culture for all, right through the Organisation is the ordre du jour.

There are currently 1.1 million vacant jobs being advertised in all sectors across the UK (Sept 2021). Therefore, in an employee’s market, it makes perfect sense for employers to modernise and future proof their Organisation, so it is fit for today’s social objectives and tomorrow’s new challenges.

Zoom was our saviour but it then nearly killed our business!

Thu, 07 Oct 2021 10:16:43 GMT

Strong words but absolutely bang on. On the 20th March 2020, ABSTRACT was a face-to-face training and development company so when we went into Lockdown, our business model was massively challenged. We had to switch to virtual which we did and our clients came with us as did some new clients. This was when Zoom saved us. It was the platform we used to deliver our programmes and for the leadership team to meet and agree on the future direction of our business as well as running the day-to-day stuff as well. It was new, it was novel, it was exciting to be able to communicate through this medium so effectively. We could share screens, we could go into breakout rooms, we could run polls, we could stay connected with our clients and our colleagues. Sure it took some time for people to get their backdrop right, we had dogs appear, we had children crash a session, we spoke over each other and then we had that awkward ‘to wave or not to wave’ end to a Zoom call. Some went single hand, some went double hand, some saluted, some blew kisses; each to their own! We had Zoom quizzes, Zoom drinks, Zoom dinner parties, it was an integral part of every part of my life in lockdown!

It was functional, it was operational and it worked. But then the novelty wore off. We had long stopped doing the Zoom quizzes when I realised that things were not right in the business. We had lost the human connection. We were being totally operational concentrating fully on the business side of things without taking time to work on the human side of things. We had stopped talking to each other; we had stopped caring for each other; we just went on the next Zoom call to discuss the next business issue.

This changed last week when the ABSTRACT leadership team went for four days to the Scottish Highlands and Boat of Garten to be specific. It was the first time we had been together in person for 18 months but, boy, did it feel good and, boy, did we need it. Within seconds we started laughing, we were finding things out about our colleagues that we didn’t know anything about. One of the team had sold their dream car six months earlier, another had purchased a jet ski for his family and another was having their kitchen renovated, but no one knew about any of them. This information would have been known after six hours pre-Zoom. It was clear we had each lost our ability to share and connect. Zoom had cut out all the banter and personal chit-chat that we had taken for granted before but we now know to be so important.

We ate together, we drank together, we had a board meeting, we rode quad-bikes round the Rothiemurchus estate, we did a 10k hike from our amazing Craigard Lodge (well worth a stay!) We basically connected together as humans and got the business back on track without really talking about the business. All business is about people and how they interact with other people whether colleagues or clients and we lost sight of that. Zoom stopped us connecting in the way we needed to, it almost killed the business and we will not let it do that again.

Diversity, Inclusion & Belonging – ever wondered what the difference is?

Thu, 23 Sep 2021 14:04:32 GMT

Webinar with Sue Liburd MBE DL

In honour of National Inclusion Week, Sue Liburd will join an Inclusive Companies webinar as a panel member on 28th September. The interactive webinar will explore frank and open discussions on the state of UK inclusion, covering themes such as diversity fads, genuine allyships and tick box inclusion initiatives.

This thought-provoking session will allow participants to engage, collaborate, and delve into personal experiences as they find common ground on a host of subjects.

The webinar includes a powerful line-up of speakers, and the panel will include:

- Paul Sesay, CEO & Founder, Inclusive Companies

- Paul Deemer, Head of Diversity & Inclusion, NHS Employers

- Sue Liburd MBE DL, Non-Executive director, Abstract UK

- Stephen Frost, CEO, Included

If you are interested in attending the event on 28th September at 11:30am, please register here .

Further links:

https://www.linkedin.com/feed/update/urn:li:activity:6838861358721728512

https://us02web.zoom.us/webinar/register/WN_-kH6YUCXRZuAVS8QVijgNA

Diversity Faultlines

Mon, 20 Sep 2021 08:15:02 GMT

The business case argument for workforce diversity regularly mentions that when leveraged effectively, a diverse workforce generates diversity of thinking, delivers improved creative problem solving, innovation and a better understanding of customers and their emergent needs. However, in the drive towards the creation of more diversified work teams some leaders trip up over an unforeseen obstacle that interferes with progress. There occurs what scholars describe as organisational diversity faultlines.

A diversity faultline is a hypothetical dividing line that splits a work team into subgroups based on one or more attributes that are detrimental to the achievement of an organisational objective. The concept was originated by Dora Lau and J. Keith Murnighan in 1998. A subgroup is made up of individuals with identical demographic characteristics, for example, ethnicity, gender, educational attainment, religious belief, class, or age. These groups have underlying often unseen patterns. Studies on the psychology of team working reveal there is a strong desire pull for team homogeneity. This is the need for a shared identity, shared set of values, feeling of comfort, and similarity within a group. Subgroups of similar demographic members provide a natural source of mutual support and understanding. Increasing diversity within a group can be uncomfortable simply because people typically prefer working with others like themselves.

Faultlines can be likened to geological faults and cracks in the earth, which on movement can cause disruptive fracturing, ruptures, tsunami or earthquakes. Work team faultlines can lay dormant until there is an introduction of an ‘element of change’ which awakens an underlying tension and creates disruption in team performance. For example, a well-intended diversity initiative can backfire and generate backlash if the focus is solely aimed at one group. This has been observed with the focus on #MeToo and Black Lives Matter employee activism. Where some majority group employees feeling ignored that other groups are getting special priority have accused their employers and activist colleagues of reverse discrimination.

Faultlines can vary in strength and become stronger the more a group is aligned. For example, a group of four men aged 24 – 26yrs working in a team with 12 middle-aged men and women would be deemed a subgroup by age and gender. If they share similar values, enjoy similar out of work pursuits this faultline would become strengthened. If they were also, all graduates from a Russell Group University and belonged to a similar social class, it is likely that their faultline strength would become very high. Leaders, change agents and project managers, can benefit from reflecting on the diversity faultline concept when thinking about implementing change or planning an important communication. Simple questions such as: How inclusive are you being? Do you have a bias towards a dominant subgroup? Do you understand the motivations or undercurrents of your audience? How might your communications be received by different subgroups? Considering these points may make the difference between success and failure to the implementation of your plans.

Sue Liburd MBE DL is a Non Executive Director of ABSTRACT and Managing Director of Sage Blue. She is an award-winning businesswoman, human capital innovation consultant and business mentor. Sue won the Champion of Inclusion Award at the 2019 Inclusive Companies Awards and features in the HERoes 100 Women Executives List for 2020, showcasing leaders and executives who are leading by example and driving change to increase gender diversity in the workplace.

Making a difference to the Gender Pay Gap in Ireland

Mon, 13 Sep 2021 08:15:02 GMT

Ireland’s gender pay gap legislation was signed into law on 13th July with the Gender Pay Gap Information Act 2021, making reporting obligatory for every state body and a large number of private sector organisations. Implementation will start in 2022, when it will initially apply to all companies with more than 250 employees

According to an article by Mazars in the The Irish Times “The legislation will have far-reaching consequences for workplace organisation and employment practice in Ireland and will propel equality, diversity and inclusion (EDI) to the top of the agenda for many organisations which had not seen it as a priority before now”.

This will drive increased focus and action by senior business leaders. Improving board level representation of women will help but ABSTRACT believe that building a pipeline of future leaders is key to sustainable success and this is where we can help.

For many years, we have been working with organisations in the UK and Ireland on how to take positive, practical action to support more women and other under-represented groups into leadership positions, giving individuals the responsibility, the empowerment and the tools to manage their career. We have proven that equipping individuals in more junior roles through to senior manager levels is critical to that sustainable change.

Our ACCELERATE and AMBITION programmes not only sharpen the skills and drive of participants, they will also lift and inspire those that follow, creating a ripple effect that can strengthen a whole business. These programmes help companies to improve their results, retain their talent, engage their people and positively change their lives and careers. Our ACCELERATE Programme was the winner of the Diversity Initiative of The Year at the last The Women in Finance Awards held in Dublin in 2019.

ABSTRACT’s Commercial Director, Mark Fryer, says: “We believe ABSTRACT can make a genuine difference in supporting positive change in Ireland. We have proven that organisations need to have the right people, in the right environment with the right behaviours. That’s what we do. There is still a long way to go to redress the balance but we’re ready and raring to advocate for making the corporate world a fairer and better place”.

If you would like to learn more about the programmes we deliver and what we can do for your business, please get in touch .

References

The Irish Times – Mazars – Gender Pay Gap Getting Ready to Report

https://www.irishtimes.com/advertising-feature/mazars/gender-pay-gap-getting-ready-to-report-1.4655862

ABSTRACT Spotlight On Ireland

https://www.abstractuk.co.uk/spotlight-on-ireland

IBEC Mind the gap - An introduction to gender pay gap reporting in Ireland

https://www.ibec.ie/influencing-for-business/labour-market-and-skills/gender-pay-gap-report

Being a woman in 2021: What does the research say?

Mon, 06 Sep 2021 08:15:02 GMT

The theme for International Women's Day in 2021 (IWD 2021) was 'Women in leadership: Achieving an equal future in a COVID-19 world'. The theme, announced by UN Women, celebrates the tremendous efforts of women and girls around the world in shaping a more equal future and recovery from the COVID-19 pandemic.

Although women are undoubtedly at the forefront of the coronavirus crisis as healthcare workers, innovators, and community organisers and caregivers, women are Heads of State and Government in just 20 countries across the world. (1)

So, as we slowly emerge into the new normal, let's uncover some of the most recent research into equality and being a woman in 2021.

Women and COVID-19

In 2020, women lost their jobs at a disproportionately faster rate than men because of the pandemic. This was due to the high levels of female employment in service sectors impacted by COVID-19. (2)

A report by the UK’s Women and Equalities Committee warned that the government risked 'turning the clock back' on gender equality by making existing inequalities worse for pregnant women, new mothers, the self-employed, women claiming benefits, and those working in the professional childcare sector during the pandemic. (3)

As schools closed in England, more than seven in 10 women were refused furlough according to a TUC survey (4) even though women were carrying out two-thirds more childcare duties than men (on average) during the first weeks of lockdown. (5)

Women and business

The 2020 Sex and Power Index from the Fawcett Society highlighted an underrepresentation of women in positions of power, with women making up 39% of secondary headteachers, 34% of MP’s, and just over one in 20 chief executives of FTSE 100 companies. Fawcett Chief Executive, Sam Smethers, said the data showed that we are "still generations away from achieving anything close to equality." (6)

According to figures from the Office for National Statistics (ONS), in April 2020 there was a 15.5% gender pay gap for all employees, which means that for every £1 men were paid, women got 84p for doing the same job. (7) And gender pay gap reporting deadlines for the 2020-21 year have been further delayed until 5th October 2021. (8) This means we cannot fully assess the impact of the past year on the gender dynamic in the workplace.

Attitudes to gender roles

One positive finding was that the UK is moving away from traditional views of gender roles. A survey by the National Centre for Social Research (NatCen) found that almost three-quarters of respondents dispute the idea of women as homemakers and men as breadwinners. (9)

Equality in the workplace

So, how does this apply to ABSTRACT? One of the benefits of working with us to improve your business through your people is that we can help you focus on better gender equality, diversity, and a smaller gender pay gap.

We achieve this through our award-winning learning and development programmes that promote inclusive leadership, career management for women and other underrepresented groups, and building modern-day businesses for today's social objectives.

If you're keen to shift your gender dials and encourage a more diverse talent pool at all levels within your organisation, you can discover more here .

Alternatively get in touch with us via phone, email or our contact form .

References

(1) https://www.unwomen.org/en/news/stories/2020/11/announcer-international-womens-day-2021#notes

(2) https://www.pwc.co.uk/services/economics/insights/women-in-work-index.html

(3) https://www.theguardian.com/lifeandstyle/2021/feb/09/uk-risks-turning-clock-back-on-gender-equality-in-pandemic

(4) https://www.theguardian.com/uk-news/2021/jan/13/furlough-refused-to-71-of-uk-working-mothers-while-schools-shut-survey

(5) https://www.ons.gov.uk/peoplepopulationandcommunity/healthandsocialcare/conditionsanddiseases/articles/parentinginlockdowncoronavirusandtheeffectsonworklifebalance/2020-07-22

(6) https://www.fawcettsociety.org.uk/news/fawcetts-updated-2020-sex-and-power-index-reveals-men-continue-to-dominate-every-sector-of-uk-public-life-politics-and-business

(7) https://www.businesswest.co.uk/blog/iwd-2021-will-economic-impacts-covid-19-set-gender-equality-back-decades

(8) https://www.equalityhumanrights.com/en/our-work/news/gender-pay-gap-regulation-enforcement-start-october

(9) https://www.theguardian.com/world/2021/mar/03/girls-doing-more-housework-in-covid-lockdown-than-boys

(10) https://www.theguardian.com/lifeandstyle/2018/jul/10/survey-finds-uk-is-abandoning-traditional-views-of-gender-roles

Sue Liburd shortlisted for enei's 2021 Inclusivity Excellence Awards

Fri, 27 Aug 2021 09:12:11 GMT

We are delighted to announce that Sue Liburd MBE DL has been shortlisted for the Employers Network for Equality & Inclusion (enei) Inclusivity Excellence Awards 2021, sponsored by EY, in the category of Equality & Inclusion Influencer of the Year Award.

The enei awards showcase achievements in promoting & progressing workplace equality, diversity, inclusion and belonging. The UK’s Employers Network for Equality & Inclusion, has said: “We have been overwhelmed by the quality and quantity of submissions we’ve received for the awards this year; and we are delighted to announce the shortlist for the enei Inclusivity Excellence Awards 2021.”

We want to congratulate Sue and say well done to everyone who has been shortlisted. The winners will be announced at a virtual ceremony on 7th October, which you can register to attend and show your support.

For further details and to see the full shortlists, please use the links below:

The ACCELERATE Story

Mon, 09 Aug 2021 10:44:49 GMT

With a shelf full of industry awards, and well over a thousand delegates from all over the world later, we can safely say we were onto something when we created ACCELERATE , our career management programme. But back in 2013, we weren’t sure the world was ready to embrace our new line of thinking…

Without the Financial Times, there would be no ACCELERATE.

The FT wanted to know why there were relatively few female senior executives within UK organisations, so they tasked us with doing the research. It quickly became clear to us, during extensive interviews with business leaders, that most women got to the top in much the same way as the men did: Through being strong and tough.

They were simply doing what leaders had done for centuries. And who could blame them? They looked around, saw what they needed to do to succeed, and then developed the right attributes.

So we asked another question: Why can’t leaders be strong and considerate?

What might your business look like if you opened up the leadership playing field to a whole new set of contenders? To people who might avoid high level positions, not because they couldn’t do the job, but because they didn’t wish to swim in the shark pool?

What if you could create an environment where everyone, no matter their background or sex, could feel they belonged at the top?

Harness those capabilities, we believed, and incredible things could be achieved. For your employees, for your company, and for the wider world.

So ACCELERATE was born.

ACCELERATE is a career management programme, designed to support businesses that are serious about doing more than simply talking about adjusting their gender and inclusivity dials. We provide organisations with a pipeline of future strong and considerate leaders.

Our approach is based on research into what successful business people do that others do not. We help delegates from any gender, background and walk of life adapt these skills, to help them reach the C-suite.

With these traits at the top, you open up the potential for a more resilient, more honest, and more supportive culture within your business.

We’ve also come to see a ripple effect that has benefitted whole organisations. That’s because ACCELERATE delegates often go on to act as role models, sponsors, and mentors for those in junior roles. Over time, they seed the ACCELERATE approach further down as they climb the ladder.

Oh, and one last point about resilience. We’ve found, again and again, that female delegates already have high levels of resilience before they arrive at ACCELERATE. Whether that is a female trait in general, or something that comes from the female experience of climbing the corporate ladder, we can’t say.

So where do you go now?

In the post-pandemic world, organisations have a lot of decisions to make. Do you go back to the old ways, or work at finding something better?

Now is the time to invest in the development of middle and senior team members, to inspire them to successfully manage the next stages of their careers. And that’s where ACCELERATE can make the most difference.

Are you ready to ACCELERATE? Speak to us today .

Are you ready to support the AMBITION of your people?

Mon, 09 Aug 2021 08:30:03 GMT

For all the important work many businesses do to support women and other under-represented groups towards leadership positions, there is another demographic that tends to fly under the radar. I’m talking about the next level down, those post-grad, post-apprentice soul searchers who are still trying to understand themselves, and where they fit into your big picture. And that’s where our AMBITION programme comes in.

At senior levels, our award winning ACCELERATE programme offers organisations a way to create a talent pipeline that turns their brightest stars into future leaders. While at corporate entry level, those who progress from the structured learning environment of university are usually well served by the early career support that comes hand in hand with graduate recruitment schemes.

However, as those junior employees’ transition into early management roles, support tends to fall away.

It’s this point where your mid-career talent can start to feel undervalued, uninspired and unable to find meaning in their careers. Where focus drifts from the job at hand, to LinkedIn job alerts.

Right now, in the remote working era, this mid-career malaise is even more acute, and hidden from view. Especially for those newest recruits, who may have not yet met colleagues, or been to the office.

Turn mid-career burnout into trail-blazing success.

AMBITION takes over where early career development ends and supports your people up to the point where ACCELERATE can lift them into later career success. It’s both a stand-alone, and precursor course, to ACCELERATE.

The aim? To reinvigorate delegate aspirations and provide the tools to proactively shape personal career progression.

As with all our other award-winning programmes, we aim to engage, inspire, and build practical skills that can apply to all aspects of a delegate’s life.

Making the corporate world a fairer place.

As the MD of a major international company, and sponsor of our first ever AMBITION programme, said:

“ In the last few weeks, I have been blown away by feedback from those who participated in the AMBITION programme. In the last three days alone, three of the delegates have told me how the programme led to greater understanding of themselves, better insight into their goals, and the confidence to take actions necessary in their professional journey (either internally or externally). It may seem like an overstatement, but I have witnessed first-hand over the last three years how - for so many of our women- the connection with ABSTRACT has been life-changing. I just want to make sure you truly understand the magnitude of the impact your work has. ”

Ready to support your emerging talent as they adjust to the future of work? Looking to keep your future leaders engaged and inspired during their mid-career journey? AMBITION is where positive change begins. Get in touch today .

Resilience, Performance, and D&I at the Tokyo Olympics

Fri, 06 Aug 2021 13:49:26 GMT

The Olympics is the greatest show on Earth and, even in these Covid affected times, they are living up to their billing.

We have seen remarkable feats of human endeavour delivering the full spectrum of supreme joy of winning to the despair of losing. I have always admired Olympic athletes who have to peak in their event at just the right moment in a four-year Olympic cycle. Of course, there are World Championships and Commonwealth Games in between Olympic Games but they don’t have the same significance or profile that you get for winning the gold medal in the Olympics.

To be in peak condition both physically and mentally when you are on the start line takes meticulous planning and preparation not just from the athlete but from everyone in their wider team. Many athletes win individual medals but they are all part of a team and would not be able to achieve their success without the team members doing their jobs as well. Teamship is very important in sport as it is in business.

I have taken so many parallels from the sport I have seen in the Olympics to what happens in business. Alex Yee has been one of the stars of Team GB winning a gold and silver medal in triathlon which shows how strong he is physically. But it was his mental battle that I was more interested in as he talked about his ‘imposter syndrome’ and his feeling of self-worth.

Impostor syndrome is a term used to describe feelings of insecurity or self-doubt, despite there being no evidence to support such a belief. He didn’t feel worthy when he started out but he does now. Thomas Carlyle said: “Nothing builds self-esteem and self-confidence than accomplishment” and Yee’s accomplishment means he comes away with a gold and silver medal from these Olympics and his confidence sky-high.

Imposter Syndrome is very prevalent in business and more and more people are willing to talk about something that just about everyone has had at some point in their life. I have at various different stages of my business career. You don’t need to win a gold medal to overcome this though, your accomplishment can be just a small action such as speaking out in a team meeting or writing a proposal. This will give you a little more confidence and feeling of self-worth.

Another business angle I was looking at was Diversity and Inclusion which is such a hot topic in business and in society at present. The two most enjoyable and exciting team events I have witnessed so far in the Olympics were two mixed relays; one in swimming and one in triathlon, this was where Alex Yee won his gold medal. Normally, sport separates males and females but in these two events there were two males and two females which made is so exciting. In the pool, each team could decide which person swam each different stroke which meant males were competing against females. This meant strategy was very important but this had to be followed up with execution culminating with very exciting races. In both cases Team GB won which was brilliant but it was the new way of thinking that won me over. Business is slowly understanding that the more diverse teams are, the better they will perform. But this diversity will not just happen organically; brave and courageous decisions must be made to allow it to happen.

In business, Diversity and Inclusion is not just about gender, it is about all under-represented groups having a voice and for that voice to be heard. Discovery is seeing what you have always seen but thinking what you have not yet thought. Business can make huge strides in Diversity and Inclusion by thinking differently. Swimming and triathlon did in the Olympics and it made a huge impact.

If you have any thoughts on the article or you want to find out more about ABSTRACT, please get in touch .

Sport & Business: The Lions deciding match

Thu, 05 Aug 2021 10:22:41 GMT

To stage a major sporting event during Covid has been tough. To stage it in a country that is struggling to cope with the various variants due to a low vaccination rate has been almost impossible but, somehow, the Lions test series against South Africa will come to a conclusion on Saturday in Cape Town.

At various stages of the tour, I didn’t think we would see this happen with covid outbreaks in both the Springbok and Lions camps and warm-up games for both teams cancelled as a result.

It has been a tour like no other. There are many things that make the Lions special; four countries coming to play as one every 4 years, playing in a country once every 12 years and that country being invaded by 40,000 Lions fans that create the famed ‘Sea of Red’.

For the last two Lions tours to Australia in 2013 and New Zealand in 2017, I hosted the Lion’s Den which was the fans zone before each test with 4000 Lions fans crammed into a hospitality venue. It was a remarkable experience, and it was going to be even bigger this year before Covid put paid to all that.

Sport without fans is not nearly as good as sport with fans. We saw that with the Euros whose fans created an incredible atmosphere and now with the Olympics and the Lions tour played behind closed doors. The players and athletes have to create their own atmosphere - which they have done very well but is so much easier when 60,000 fans are cheering you on.

The Lions and Springboks are locked up at 1-1 going into the decider but all the momentum is with South Africa after that dominant display last week. Warren Gatland has reacted to the performance last week and made a few changes but is it enough to turn things back in the Lions favour?

There has been a clear game plan from the Lions in the first two tests and it has been very conservative - a case of trying to contain the Springboks and play field position with the aim of getting penalties and tries from lineouts close to their line. It worked in the first test but only just and probably because the South Africans were undercooked having only played one international in 18 months. It didn’t work in the second test. If the Lions adopt the same tactics on Saturday, they will lose the game and the series.

In sport, and in business, sometimes we need the courage and the bravery to make the big calls and rip up the agreed strategy. Gatland can do that with Finn Russell on the bench, who is a very different player to Dan Biggar, by bringing him in to the game with enough time left for Finn to work his magic. Big moments need big decisions and there are not many bigger moments in rugby than winning a Lions test series.

My heart says the Lions, of course it does, but my head is saying the Springboks to win.

If you have any thoughts on the article or you want to find out more about ABSTRACT, please get in touch .

Autism and the workplace

Mon, 02 Aug 2021 08:30:02 GMT

One in 100 people are on the autism spectrum (1) but just 22% of autistic adults are in any kind of employment, according to a 2020 survey by the Office for National Statistics. (2) With companies like Microsoft and Google seeking out a neurodiverse workforce, we take a look at the barriers and benefits to bringing autistic people into the team.

According to Valerie Paradiz, Ph.D. (Vice President of Services and Supports at Autism Speaks), from a high-level perspective, "the barriers have been that autism and neurodiversity have been an afterthought when it comes to conversations about diversity and inclusion." (3) Here at ABSTRACT, we have been leading the charge in equality, diversity and inclusion for years - and neurodiversity is very definitely critical to making businesses better in the long run.

This article discusses the benefits of employing an autistic person and how you can help to create a more inclusive, autism-friendly workplace that reflects the general population.

What is autism?

The National Autistic Society defines autism as 'a lifelong developmental disability, which affects how people communicate and interact with the world.' (4)

As it affects people in different ways it is referred to as a spectrum condition. Like everyone, autistic people have their own strengths and challenges, such as communicating and interacting with other people, interpreting verbal and non-verbal language, reading other people's emotions, and expressing their own.

Reasons to employ an autistic person

Many autistic people have unique experiences and exceptional skills that can help them thrive in the workplace. This means they offer an innovative approach to business practices such as product design and problem-solving.

Autistic employees often demonstrate an above-average ability in desired skills such as concentration levels, attention to detail, reliability and persistence, factual knowledge, and excellent memory.

Another competitive advantage is excellent tech orientation, which can make an autistic person a great fit for IT and technological roles. (5)

Encouraging a diverse workforce including people with autism can also lead to positive business impacts such as higher productivity, better morale, improved services and products, and increased bottom lines. (6)

Creating an inclusive environment

The following small adaptations to your workplace practices will help to create a supportive environment in which an autistic person can excel.

Structured work environment: Some autistic people need an organised routine such as a timetable of activities with accurate start and finish times, and prioritised activities broken down into smaller tasks
Remove sensory distractions: It may be that autistic employees will benefit from supportive aids such as desk screens and noise-cancelling headphones to help reduce external noise
Regular reassurance: Showing empathy can help to reduce feelings of stress or confusion in some autistic people who can be meticulous and struggle with unpreventable situations such as traffic or IT failures
Employee awareness: Providing staff with general information about autism will create a more understanding workplace. If your autistic employee consents to disclosing their condition, you could also provide guidance to staff on how to best support their colleague

For more information on creating a diverse culture, check out our article on Making the workplace more inclusive for Neurodiverse people or get in touch to find out more about ABSTRACT and how we can help you.

References

(1) https://www.autism.org.uk/advice-and-guidance/what-is-autism

(2) https://www.ons.gov.uk/peoplepopulationandcommunity/healthandsocialcare/disability/articles/outcomesfordisabledpeopleintheuk/2020

(3) https://www.forbes.com/sites/jenniferpalumbo/2021/04/27/why-autism-speaks-is-encouraging-companies-to-hire-those-on-the-autistic-spectrum/?sh=6789fbee52a2

(4) https://www.autism.org.uk/advice-and-guidance/what-is-autism

(5) https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage

(6) https://www.forbes.com/sites/jenniferpalumbo/2021/04/27/why-autism-speaks-is-encouraging-companies-to-hire-those-on-the-autistic-spectrum/?sh=1aebf652a280

The benefits of trusting employees to work from home

Mon, 26 Jul 2021 08:30:02 GMT

The coronavirus pandemic led to a sudden increase in employees working from home. As social distancing and lockdowns took hold, many organisations who previously had no remote working policy were forced to adopt flexible schedules.

The biggest hurdle for many companies trying to embrace the abrupt change to remote working was trusting employees to actually work from home. One study found that managers who can't 'see' their direct reports can struggle to trust that their employees are working. This distrust led to an increase in stringent monitoring which, in turn, left employees feeling severe anxiety. (1)

So, as the world slowly returns to a new normal and businesses prepare to reopen, here's a reminder of the benefits to your business and employees of trusting your staff to continue to work from home.

The benefits of flexible working

Improved productivity

For a long time, it was believed that being present equalled being productive. Yet research shows that allowing staff to work flexibly can boost productivity as it removes the office-based distractions that can take up 37 minutes on an average day. One study found that over a third of home workers said they were more productive than before Covid (2) and another study reported that remote workers put in an extra 1.4 days each month compared to in-office staff - which equates to almost 17 days a year. (3)

Increased engagement

Giving employees the freedom to work from home communicates that you trust and respect them to continue to be productive no matter where they are based. As a result, they are more engaged in their roles which can lead to a greater output - highly engaged teams produce 21% more profitability. (4)

Better employee retention

Flexible working is more conducive to a preferrable work-life balance as it allows employees to juggle work life with home life, which can make them more likely to stay with you. It has been found that 4 out of 5 staff are more loyal to employers who offer a flexible working pattern, while 30% have left a job that didn't offer flexible working arrangements. (5)

Attracts new recruits

As well as helping you to retain your top talent, fostering a trusting culture of flexible work can help to attract people to your business. In fact, studies have shown that no less than 80% of employees would take a job offering a flexible work schedule over jobs that don't. Plus, flexible working is more important to over a third of staff, than a more prestigious position or title. (6)

Improved wellbeing

With 70 million workdays lost each year due to mental health issues in the UK7, flexible working hours is one way to show employees you care about their wellbeing. 69% of employees feel that flexible working helps them maintain a work-life balance, and 2 out of 5 flexible workers benefited from better mental health. (8)

More diversity

When your workforce is office-based, you are limiting who can work for you to those who live within a commutable distance. Introducing a flexible working schedule, however, opens your recruitment pool to everyone. This can lead to a more diverse workforce, and businesses with diverse employees have better-performing teams than less diverse companies. (9)

How ABSTRACT can help your workplace culture

It's important to note that this is but a moment in time and lockdown easing offers a unique opportunity for organisations to build a modern business fit for today's social objectives.

We're currently working with several clients to support their 'Back to Better' strategies, embedding new ways of working and new behaviours - and we'd love to do the same for your business.

As widely reported, many companies have found their people reacted well during the pandemic and maintained continuity and productivity in new and challenging circumstances.

To help your people understand what the transition back to the office will mean for them and to appreciate that this will be an evolution through 'test and learn', we can provide a framework for success.

Post-pandemic, a mix of the best of both worlds may be appropriate in some roles to meet individual business demands and objectives while considering:

Personal safety
Personal efficiency
Personal performance
Personal development

To find out more about how we can help your people survive and thrive in the new corporate landscape, get in touch .

References

(1) https://hbr.org/2020/07/remote-managers-are-having-trust-issues

(2) https://www.siop.org/Research-Publications/Items-of-Interest/ArtMID/19366/ArticleID/4600/Boosting-Job-Performance-When-Working-from-Home-Four-Key-strategiesutm_source=Social&utm_medium=Posts&utm_campaign=RemoteWork

(3) https://www.airtasker.com/blog/the-benefits-of-working-from-home/

(4) https://www.forbes.com/sites/nazbeheshti/2019/01/16/10-timely-statistics-about-the-connection-between-employee-engagement-and-wellness/?sh=3fdfd04d22a0

(5) https://www.flexjobs.com/blog/post/survey-flexible-work-job-choices/

(6) https://www.prnewswire.com/news-releases/new-research-shows-that-flexible-working-is-now-a-top-consideration-in-the-war-for-talent-300818790.html

(7) https://www.mentalhealth.org.uk/our-work/mental-health-workplace#:~:text=A%20staggering%2070%20million%20work,%C2%A32.4%20billion%20per%20year.

(8) https://www.peoplemanagement.co.uk/news/articles/flexible-work-improves-mental-health#gref

(9) https://www.mckinsey.com/business-functions/organization/our-insights/delivering-through-diversity

FCA Diversity and inclusion in the financial sector – working together to drive change

Mon, 19 Jul 2021 08:30:02 GMT

The FCA, Prudential Regulation Authority (PRA) and the Bank of England are engaging financial firms and other stakeholders in a discussion on how to accelerate the pace of meaningful change of diversity and inclusion in the sector.

A joint Discussion Paper, published in July 2021, looks at what role they can most usefully play to support this change. The paper says “We recognise that the financial sector has taken steps forward on diversity and inclusion. But there is much more that needs to be done to create truly diverse and inclusive organisations that meet the diverse needs of those we serve.”

Some other key headlines from the Discussion Paper are:

Diversity and inclusion are critical to the FCA’s work on culture and governance, particularly for boards and senior management.
Research shows the positive benefits between diversity and inclusion and positive outcomes in risk management, good conduct, healthy working cultures, and innovation.
There is growing evidence that diversity of thought, when part of an inclusive culture, supports better decision making by firms.

ABSTRACT’s vision is to make the corporate world a fairer and better place through our award-winning learning and development programmes. We work with organisations in the financial sector and other industries who want to take positive, practical action to;

Encourage diversity of thought and respect.
Develop inclusive leaders who will lead with cultural intelligence, competence and character, with good judgement and decision-making.
Develop the careers of those in under-represented groups into leadership positions.
Build a modern day business fit for today's social objectives through cultural transformation

Our focus at ABSTRACT is on engaging our clients and delegates to aspire and explore beyond their initial aspirations and expectations. We want to help more organisations to seriously invest in the middle to senior tier of business personnel, providing the tools and inspiration for their people to develop their careers.

The FCA are welcoming contributions from all parts of the financial sector by 30 September 2021.

Diversity and inclusion in the financial sector – working together to drive change:

https://www.fca.org.uk/publications/discussion-papers/dp-21-2-diversity-and-inclusion-financial-sector-working-together-drive-change

Our programmes: https://www.abstractuk.co.uk/our-programmes

Busting through the management bottleneck

Mon, 12 Jul 2021 08:30:07 GMT

With businesses on the cusp of returning to the workplace, now is the perfect time to review your company's culture and behaviours to ensure you're best placed for business success.

Here are some of the ways in which you can help to remove potential setbacks and obstacles and encourage your staff to reach their potential at work.

Show that you trust them

Showing that you trust your employees can result in several benefits. Firstly, it makes them feel more valued which leads to better engagement in their work. One study found that workers in a trusting environment were 76% more engaged than those in a low-trust workplace. (1)

Trust also leads to empowerment. It gives employees the freedom to go about their duties without feeling they must get permission or reassurance from management first. This can lead to increased productivity in the workplace. (2)

Staff who feel trusted often display better camaraderie. Those who feel they're able to work independently often forge a team spirit and sense of community. According to research, this is because employees in high-trust environments have more confidence in themselves and their colleagues and are more open to working together. (3)

How to show staff that you trust them

Developing a culture of trust within your company from the top down will inspire employees to model the behaviour they see from management. So, take every opportunity to show you're a high-trust environment by:

Listening: Let everyone be heard so they feel their opinion counts. Whether it's asking questions or raising issues, actively listening to your staff will help them feel they're working in a trusted culture
Communicating: Employees want to feel supported and understood. Being honest with your employees and sensitive to their feelings will help to build trust

Give clear direction on values and behaviours

With so much going on in a business it's not always obvious - or easy - for employees to follow the best path to getting ahead. A clear mission statement will give some clarity on this by expressing the values your company adheres to, to achieve its vision.

In other words, expressing your brand's unique qualities (such as inclusivity or fairness) helps to promote the types of behaviours your company expects from your employees. From a career progression point of view, this gives your staff a strategic roadmap of outcomes to work towards.

Offer judgement and decision-making training

If employees are required to get sign-off on every business decision, the message an employer is sending to them is that they do not trust their judgement. It also creates a bottleneck for management who are having to juggle multiple sign-offs from multiple team members.

By training employees in the skills of decision-making - e.g. how to consider the risks, stakeholder considerations, company priorities, etc. - you are empowering your staff to get on with their jobs. By acknowledging that mistakes may happen and that's ok, you're trusting them to learn from their experiences.

Track performance on outputs

With more people working from home than ever before, the traditional nine-to-five working day is becoming something of a thing of the past. Therefore, rather than judging employees by their clocking in and clocking out times, review their performance on their output.

Doing so helps to create an atmosphere of trust and helps promote open communication as staff are free to focus on what matters most: the end result.

For more advice on how to empower your organisation to perform better, become more effective, and harness your employee’s full potential, get in touch . You can also take a look at our full range of programmes here .

References

(1) https://www.forbes.com/sites/williamcraig/2017/01/10/further-evidence-that-trust-is-the-no-1-ingredient-for-a-strong-company-culture/?sh=28ba5df716f2

(2) https://www.ciphr.com/features/six-reasons-trust-employees/

(3) https://www.ccl.org/wp-content/uploads/2017/05/why-trust-is-critical-team-success-research-report.pdf

Psychological Stamina: What it is and why your people need it

Thu, 08 Jul 2021 11:46:50 GMT

In our soon-to-be post-pandemic world, I predict you will be seeing and hearing a lot about psychological stamina, but what does it mean? It is the mental capacity to sustain a prolonged stressful effort or activity, otherwise known as endurance.

Well, like it or not, the way we turn up for business has changed. Whether you call it ‘flexible working or hybrid working’ is probably not going to be important. What will undoubtedly be important is how we maintain our strength and focus as we navigate our way through the complexities of delivering our productivity with our best efficiencies from home and from the office.

It is simply not strategic enough to just wait and see. Therefore, here are a few easy principles for you to apply if you want to remain fit for purpose and be in it for the long haul.

Principle 1. Create a Framework of Activities.

Understand what is required from you on a regular basis. As Steven Covey famously said, “keep the main things the main things”. With productivity and efficiency in mind, sieve these activities into home and office preferences. Now you have a framework of home and office activities, you just need to roughly divide your week into appropriate locations and fill in the gaps.

Principle 2. Adopt a Test and Learn Philosophy.

Appreciate that this will be evolution, not revolution. Be prepared to trial things and fail fast. Note what works well and what does not work so well and adapt accordingly. Be aware of intermittent frustrations or anxiety creep as you try and keep up with what you expect of yourself or what is always expected of you by others. Regularly take on board tiny amounts of new knowledge and learn miniscule additional skills to keep you fresh. This is the power of small…

Principle 3. Respect your Ultradian Rhythms.

Very few people can work flat out all day, every day. It is scientifically proven that we are more productive and efficient when we focus in short cycles of 90 minutes with a 20-minute mind break or distraction doing something that requires lesser concentration in between. The fastest way to build or assist psychological stamina is to sleep well and for the duration without being disturbed or waking up.

Principle 4. Form Flexible Communities

Your network is arguably more important to you now than it has ever been. So, don’t be disappointed if the flexi-desk you booked has you sitting amongst people who are strangers from other departments. Use this as an opportunity to introduce yourself and build your network. Not to be confused with idle chit chat though, step into short bouts of ‘talk therapy’ with people you know and people you perhaps don’t.

Principle 5. Have Alternative Purpose

Having an outside interest or something to look forward to after all the hard work is completed is essential for sustainable psychological stamina. Otherwise, you begin to ask yourself ‘what is the point?’ After everything that is achieved at work, we all need our own kind of purpose elsewhere, even our guilty pleasures!

ABSTRACT supporting Women in Banking and Finance

Mon, 05 Jul 2021 08:30:07 GMT

As part of the 40th anniversary celebrations of Women in Banking and Finance last December, ABSTRACT were delighted to be recognised as a ‘Friend of WIBF’ for being a true advocate, supporter and champion of their work to bring a gender lens to UK financial services.

ABSTRACT is proud to be associated with WIBF and to be a part of their journey to become the longest standing network of its kind in the UK. Their aims of helping finance and banking professionals to achieve their full career potential and to boost female contribution to the industry are fully aligned with our own. It is what we have been helping our clients and delegates in banking, finance and other industries to do for many years.

We are looking forward to working with WIBF and their members once again during 2021 and we have three webinar masterclasses planned for delivery in the coming months.

14 July - Creating Your Career Strategy: Career Realisation and Self-Determination that will explore the realisation and fulfilment of participants personal and career potential. In other words, knowing what you want, when you want it, and how to get it! The partner for this virtual event is Tesco Bank.

20 October - How Psychological Safety Creates High Performing Teams: This is about leaders being role models and creating a culture where people can safely and confidently be the best they can be.

24 November - How To Build Modern Day Resilience: This Masterclass will show that it's not what happens to us that truly defines our destiny but how we choose to react to what happens to us. We will show how the business world is positively changing to embrace strong, considerate and inclusive leaders with a 'winning together' mentality.

All three webinars are designed to be interesting and enjoyable AND to have application - with practical tips that delegates can apply personally and in the workplace. This will be important as we emerge from the pandemic and make our choices to go back to the same old ways or back to better.

Book for 14 July here: https://www.wibf.org.uk/events/details/creating-your-career-strategy

Here's what WIBF have to say about our partnership

https://www.wibf.org.uk/opinion/article/abstract-supporting-women-in-banking-and-finance

The Finish: Lions trek for Doddie Weir

Mon, 28 Jun 2021 08:57:12 GMT

When I signed up for The Lions Trek for Doddie I think I did so without really thinking it through. 32 miles over fairly tough terrain in 12 hours is what our professional guides described as an ‘extreme’ test of endurance for ‘amateur’ trekkers. It was tough but we all did it.

55 trepid Trekkers were met at Melrose RFC by the man himself, Doddie Weir and he was the inspiration for all of us to keep going. He is facing so many challenges with MND, the least we could do was complete the Trek. We set off from Peebles at 8am with the first leg to West Linton being 13 miles. My knee, in which there are two metal screws from an old rugby injury, was beginning to ache when I completed the first leg but loads of anti-inflams were taken over lunch and things eased off on the second 12 miles leg to Balerno. On this leg, we walked over the Pentland Hills and the view of Edinburgh, albeit, still some way off was a very uplifting sight. The last leg from Balerno to Murrayfield was a straightforward 7 miles trek downhill along the Water of Leith but the body was aching by this stage and it was a great sight to see Murrayfield Stadium get closer.

After 12 hours of trekking with only 2 stops of 20 minutes a small group including ex-Lion Rob Wainwright and TV presenter Jill Douglas finally made it to Murrayfield to be met by Doddie and his smile was all we needed to see. The main group had completed the Trek earlier.

It was tough but it was worthwhile as we have raised over £160k for My Names Doddie Foundation so far. If you would like to contribute to this figure please head to my Just Giving Page at https://www.justgiving.com/fundraising/andy-nicol4

To view Andy's updates from during the trek, please view our previous article .

Lions trek for Doddie Weir

Wed, 23 Jun 2021 10:51:23 GMT

Andy Nicol, CEO of ABSTRACT, will be trekking 30 miles in aid of his friend and former teammate Doddie Weir OBE - one of rugby’s most recognisable personalities.

In June 2017, Doddie revealed he was suffering from Motor Neurone Disease. From the outset, Doddie has helped fellow sufferers and sought ways to further research into this, as yet, incurable disease. In under 3 years the foundation has committed an amazing total of over £5m to MND research .

Andy says "Doddie's story has touched the rugby world. And to have done it with a smile never far from his lips, and humour punctuating every call to action, Doddie does inspire".

The 30-mile trek, will see Andy and fellow ex-British & Irish Lions players, walking across the spectacular Scottish borders from Galashiels to BT Murrayfield in Edinburgh, arriving the night before the Lions v Japan game, to deliver the match ball.

This challenge will take place on 25th June 2021, and you can be a part of it by donating to Andy’s fundraising page here .

Alternatively you can support using the hashtag #weirtogether or make a donation to My Name'5 Doddie Foundation .

Friday 25th June 2021

Photos taken at the start of the fundraiser:

Closing the Gender Pay Gap in Ireland

Mon, 21 Jun 2021 08:30:02 GMT

Gender Pay Reporting is back on the agenda in Ireland, where the Irish Government plans to pass the delayed Gender Pay Gap Information Bill later this year. Under the proposed legislation, any company employing more than 250 people will have to publish their data. Gender Pay Reporting was introduced in the UK in 2018 and the European Union has also recently issued a directive on pay equity and pay transparency, where it’s political priority of EU President Ursula von der Leyen.

A recent report in The Irish Times suggests “The reasons behind the gender pay gap are many and complex. Whilst it’s apparent that lack of career progression for women is central to this issue, unconscious bias based on cultural attitudes about the roles of men and women in society can also impact corporate pay programmes”. Reporting may discomfort some employers although most companies in Ireland are expected to welcome the planned legislation, showing a willingness to tackle gender imbalances.

The article says “Gender pay disparity is not a cause, but a symptom, of an underlying problem: the unequal career progression of men and women. Consequently, a plan that merely states intent to reduce the gender pay gap is not going to provide a meaningful solution”. Applied positively, greater transparency will encourage organisations to take positive action to remove any barriers for progression.

One step organisations can take is to provide better, more focused career management development support. Companies who want to take positive, practical action to support more women into leadership positions have learned, with ABSTRACT, that the individual needs to be given the responsibility, the empowerment and the tools to manage their career. We have proven that equipping individuals in more junior roles through to senior manager levels is critical to sustainable change.

This is where our AMBITION and ACCELERATE Programmes can help. Our ACCELERATE Programme was the winner of the Diversity Initiative of The Year at the 2019 Women in Finance Awards in Dublin, when they were last held just a few months before the pandemic.

Another way we can help is through our Cultural Competence and Character Programme , aimed at leaders and managers to seriously improve their diversity of thought and respect within a business context.

We believe this new legislation will drive even more focused actions by Irish Companies. We also believe that ABSTRACT can make a genuine difference in supporting positive change in Ireland. We would love to discuss how we can help you and your team so get in touch to find out how.

To find out more

Details of our programmes are here: https://www.abstractuk.co.uk/our-programmes

Irish Times Article - https://www.irishtimes.com/business/financial-services/gender-pay-disparities-set-to-become-a-controversial-topic-in-ireland-1.4571502

European Commission - Pay Transparency: Commission proposes measures to ensure equal pay for equal work https://ec.europa.eu/commission/presscorner/detail/en/ip_21_881

ABSTRACT – Spotlight on Ireland https://www.abstractuk.co.uk/spotlight-on-ireland

You can get in contact with us via our website at https://www.abstractuk.co.uk/contact or simply contact any member of our ABSTRACT team.

You can also follow us on LinkedIn at https://www.linkedin.com/company/abstract-uk or Twitter here @Abstract_UKTeam

Our Webinar Series

Mon, 14 Jun 2021 08:30:10 GMT

Imposter Syndrome – A wicked problem to solve

Behind the faces and in the minds of many successful people lurks a pervasive condition. It’s called imposter syndrome. It is highly prevalent in high achievers, many women and people from underrepresented minority ethnic and religious groups. If left unchecked it can lead to a wide range of psycho-neuro-biological conditions such as stress, anxiety, and depression. Imposter syndrome can be difficult to solve due to its complexity, contradictory and ever-changing dynamic.

ABSTRACT has developed a new webinar: Imposter Syndrome – A wicked problem to solve, as part of our collection of live webinars that provide the tools and inspiration to help you and your teams to thrive. This webinar offers fresh perspectives on Imposter Syndrome and its mercurial nature. It explores a number of proven strategies and interventions to disrupt and resolve its insidious impact.

ABSTRACT's series of live webinars are an easily digestible way to upskill your team. They can be delivered individually or as a bespoke Soundbite Series and are an effective way to engage and support your people.

As we emerge tentatively from lockdown (in the UK at least), what are you as a business leader or manager doing to support your people through this next phase?

Are you going 'Back to Better', back to the same, or to something else entirely? How can you support your people through this transition? Our webinar topics cover confidence, resilience, career realisation and self-determination, judgement and decision making, how psychological safety creates high performing teams, and improving diversity of thought and respect.

Find out how our webinars and award-winning learning and development programmes can help you to build a modern-day business fit for today’s social objectives. Get in touch with Nick Goddard at nick@abstractuk.co.uk .

You can find our full range of webinars and programmes here: https://www.abstractuk.co.uk/our-programmes

For more information about Imposter Syndrome here is an article by Sue Liburd MBE DL on this topic https://www.abstractuk.co.uk/imposter-syndrome-what-you-need-to-know

We also regularly post articles on these and other topics here on our website at www.abstractuk.co.uk or you can follow us on LinkedIn at https://www.linkedin.com/company/abstract-uk

Dyslexia and the workplace

Mon, 07 Jun 2021 12:15:54 GMT

A conservative estimate is that one in 10 people in the UK has dyslexia, a 'learning difference which primarily affects reading and writing skills'. (1)

According to a report by the NGO Dyslexia and Literacy International, most countries are failing workers with dyslexia. (2) The Westminster AchieveAbility Commission (WAC) found that this was due to 'systematic barriers to employment' for those who are neurodivergent, which means their brains learn, function, and process information differently.

The report showed that workplace discrimination, lack of government support, and lack of awareness were contributing factors to creating an obstacle for dyslexic people searching for a job. In fact, 43% of those interviewed felt discouraged from applying, and 52% said they experienced discrimination during the recruitment process. (2)

As firm advocates of improving organisations through people, we champion the many positives, strengths, and benefits of investing in employees who think differently.

The strengths of thinking differently

A dyslexia-friendly workplace can have a positive effect on your company by introducing a wider set of skills to your business. The British Dyslexia Association describes the hallmarks of successful dyslexic people as big picture thinking, problem-solving, lateral thinking, visual strengths, and an intuitive understanding of how things work. (3)

The 'specific strengths' of people with dyslexia were found to help cover skills shortages in workplaces preparing for an automated future, in a report by consultancy EY and charity Made by Dyslexia. (4)

The in-demand capabilities typically seen in people with dyslexia, such as creativity, leadership, initiative, social influence, and idea generation, will be vital in all industries by 2022.

Kate Griggs, founder and CEO of Made by Dyslexia, said, "For decades dyslexic individuals have been expected to ‘fit in’, measured and benchmarked for the very skills they find challenging. Now, technology is replacing the need for these skills. In contrast, dyslexic thinking skills are the ‘in demand’ skills in this changing world of work.”

The power of imagination

One of the key skills needed for the future of the workplace is imagination. In his blog Dyslexia and Imagination, Sir Richard Branson noted how dyslexic people have shaped our world, "Thomas Edison illuminated our lives, Henry Ford made cars accessible to all, Steve Jobs gave us pocket computers." (5)

Describing imagination as one of humanity's greatest qualities, Branson noted that his dyslexia had shaped Virgin from day one and imagination was key to the company's success.

Addressing the new world of work, Branson said that with the rise of automation and AI, skills such as imagination, creativity, and problem solving will be in high demand. As such, "dyslexics have exactly the skills needed for the future workplace," and we should "support and celebrate all types of neurodiversity."

Untapped potential

Mark Evans, a managing director of marketing and digital at the insurance company Direct Line Group, describes neurodivergent people as "untapped potential". Putting dyslexia and neurodiversity at the heart of the Direct Line Group with external specialists and speakers, adjusted policies and procedures, and support groups resulted in a more creative workforce. (2)

“The best way to foster the talent in people with dyslexia is to identify it early and provide tailored support," said Margaret Malpas from the British Dyslexia Association. "With the right support, the dyslexic mind has amazing potential.” (2)

You can find out more about creating a more inclusive workplace for neurodiverse people here or get in touch to find out more about ABSTRACT and how we can help you.

References

(1) https://www.bdadyslexia.org.uk/dyslexia/about-dyslexia/what-is-dyslexia

(2) https://www.bbc.com/worklife/article/20190702-we-need-to-talk-about-dyslexia-at-work

(3) https://www.bdadyslexia.org.uk/advice/adults/looking-for-work

(4) https://www.cityam.com/hire-dyslexic-people-to-cover-skill-shortages-says-report/

(5) https://www.virgin.com/branson-family/richard-branson-blog/dyslexia-and-imagination

Can corporate culture be measured?

Tue, 25 May 2021 09:00:04 GMT

The UK's Financial Conduct Authority (FCA) is remaining focused on corporate culture. Indeed, a recent article published by them, 'Grasping the Ungraspable' explores this question, asserting that "Culture is strategy" and argues for a nuanced approach. (1)

The FCA urges firms to develop purposeful cultures, leading to good outcomes for their customers, employees and investors.

Through ABSTRACT's own research and working with our clients, we have discovered that there needs to be clear connectivity between the organisation’s vision and the delivery of their purpose through the characterisation and full engagement of their people. This in turn will enable appropriate reasoning (judgement) and create best alternative choices (decision making) so reliable action can be taken to drive the purpose of the Company.

We believe that improving our client’s ability to culturally transform through character alignment will help them to make the right decisions to drive their business forward.

Our pioneering Cultural Transformation Programme is changing the way our delegates behave, think and act at all levels. In February, ABSTRACT and our client, 7IM, jointly won the coveted Gold Award for External Learning Solution of the Year at the 2021 Learning Awards, by the Learning & Performance Institute (LPI) for a cutting edge cultural transformation programme. Presenting the award with host Claudia Winkelman, Edmund Monk, CEO of the LPI, said "That category had so many entries in it. It's an outstanding achievement to win that". (2)

To find out more contact Nick Goddard at nick@abstractuk.co.uk or speak to any member of the ABSTRACT team .

References:

(1) Insight - Opinion and analysis hosted by FCA - Corporate Culture - Grasping the Ungraspable

https://www.fca.org.uk/insight/corporate-culture-grasping-ungraspable

(2) 7IM and ABSTRACT Scoop Top Award For Cutting Edge Cultural Transformation Programme

https://www.abstractuk.co.uk/7im-and-abstract-scoop-top-award-for-cutting-edge-cultural-transformation-programme41048b6b

INSPIRICA – Making a difference: The importance of team development in the third sector

Tue, 18 May 2021 09:00:50 GMT

We all know what it’s like to be cold. We all know what it’s like to be scared. We all know what it feels like to be anxious. We all know what it feels like to be worried. We all know what it’s like to be alone. Some of us (and more than we appreciate) know what it’s like to live with a mental illness. Some of us will know what it’s like to experience addiction. And a few of us know what it’s like to be homeless. Now, take a moment and imagine ALL of the above is your world right now…

Where do you turn if this is your world? Who will help you? What can you possibly do? You’re overwhelmed by despair, fixated on the next meal - wherever that may come from, and focused on physically and psychologically surviving the next 24 hours.

This is where INSPIRICA does great work on the east coast of America. It has an amazing purpose, which is to:

“Break the cycle of homelessness by helping people achieve - and maintain - permanent housing and stability in their lives."

At ABSTRACT our purpose is to “change peoples’ lives” and this is why, I think, we struck up such a strong connection with Denise Williams, the CEO of INSPIRICA, and her team. We essentially have the same purpose, we’re just serving different clients in different ways.

Even though we had this mutual connection, when Denise commissioned ABSTRACT to help develop her team ‘to be more powerful and more fearless’ to get their work done and develop their ‘diversity of thought and respect for others’, we felt a little daunted. They are a very diverse team and are already achieving great things. ABSTRACT’s typical client is a large corporate operating in sectors like financial services, law, property, construction and local government. Could we really have as much of an impact on such a noble organisation?

I think we did. In fact, I’m being modest to be honest. I know we did from the vibe during the sessions, the engagement during and the feedback after. 'So much so that Denise has given the green light for ABSTRACT to continue to help INSPRICA during 2021.

It occurred to us that there is an important point here….no matter the product or service, whether you manufacture or distribute or both, no matter the sector, no matter the industry; if you “get the right people, in the right environment, exhibiting the right behaviours”, you cannot fail!

Well done, INSPIRICA , keep up the effort and great work. At ABSTRACT we are proud to be associated with such a modern organisation striving to be fit for today’s social objectives.

Spotlight on Ireland

Tue, 11 May 2021 09:34:18 GMT

All Irish business leaders, that we have spoken with, know what needs to be done to progress towards gender equality. All understand the research that better female representation at senior levels improves business performance. All accept that it is simply the right and equitable thing to do. Many unfortunately do not know “how”? Until now.

The Irish Times reported in March that: "Women hold 30% of director roles at top Iseq companies but progress on gender balance remains ‘fragile’ overall and slow on leadership teams". Representation of women on the boards of Ireland's biggest companies has reached the 30 per cent level, a percentage that is "seen as an important threshold for critical mass, making it more likely that companies will benefit from the experience and perspective of female directors". However, the ongoing "serious lack" of women in executive leadership teams points to the continued waste of female talent.

Fixing board level representation is important but, for this to be sustainable in the longer term, organisations in Ireland (and elsewhere) need to build their pipeline of future leaders. Organisations like the 30% Club Ireland and government backed initiatives such as Balance Better Business have been doing great work to move the dials. However, a recent report by Balance Better Business suggests that “Gender Imbalance on Leadership Teams Persists Despite Progress on Boards” and, in December 2020, called for “Irish companies to urgently address the serious gender imbalance that persists among Senior Leadership Teams”. The prolonged pandemic seems unlikely to have improved the picture.

Since 2013, ABSTRACT has been working with organisations in UK and Ireland on the “how”? Companies who want to take positive, practical action to support more women and other under-represented groups into leadership positions have learned, with ABSTRACT, that the individual needs to be given the responsibility, the empowerment and the tools to manage their career. We have proven that equipping individuals in more junior roles through to senior manager levels is critical to sustainable change.

In 2019, our ACCELERATE Programme was the winner of the Diversity Initiative of The Year at The Women in Finance Awards in Dublin. Earlier this year, ABSTRACT was a Gold Winner at The Learning Awards in the category External Learning Solution of The Year for a cultural transformation programme we designed and delivered for 7IM.

References:

https://www.irishtimes.com/business/work/women-hold-30-of-director-roles-at-top-iseq-companies-1.4501600

https://www.betterbalance.ie/the-tanaiste-launches-the-balance-for-better-business-third-report/

The unconscious bias training battle ground

Thu, 06 May 2021 08:54:51 GMT

Most of us aspire to live in a meritocracy, where progression in our lives and our work is based on our individual talents, efforts and achievements, irrespective of our gender, race, sexuality, disability or socioeconomic background.

As movements for greater fairness and equality have driven demand for reforms, many organisations have undertaken unconscious bias training to address their roles in perpetuating inequalities.

While explicit bias leads someone to deliberately and wilfully discriminate against others, unconscious bias can be present in people who genuinely believe they’re committed to equality.

Unconscious bias training makes participants aware of their biases. Helping individuals to understand their implicit biases may be helpful in theory but these programmes can prove to be emotive, divisive and even counter productive with many believing such training has little impact on behaviours or long-term attitudes.

Indeed, Diversity training has come under attack and become highly politicised. Former US President Donald Trump’s administration even banned federal diversity training in the United States. Although it has become a complicated battleground this is actually nothing new. Some research and academic studies, even dating back to the 1930’s, suggest that anti-bias training doesn’t reduce bias, alter behaviour or change the workplace. So, many organisations want to take positive action to address inequality and are looking for alternatives to unconscious-bias training.

So what, if anything, should replace it?

Ultimately, the politicised furore over unconscious bias training may be allowing for some convenient scapegoating of this particular approach, rather than more careful scrutiny of the broader challenges.

At ABSTRACT, we believe that, for genuine embedded cultural change to be achieved, any approach by organisations has to be part of an integrated process. This may include the scrutiny of recruitment processes, looking at data on hiring, retention, and pay and promotion and talent, as well as management and leadership development programmes. We have seen that diversity and inclusion training can be significantly more successful and impactful if it is framed as an essential leadership quality and a learned skill, empowering participants to help change the status quo, become more inclusive leaders and improve diversity of thought and respect for others in their teams.

Being more inclusive is not only the right thing to do, it makes for better leaders, better outcomes for the organisation, and creates higher performing teams. A report by Deloitte found that organisations with an inclusive culture are twice as likely to meet or exceed financial targets and three times as likely to be high-performing.

Impactful diversity and inclusion initiatives will often focus on small everyday behaviours that everyone in the organisation can get on board with.

How can ABSTRACT help?

As award winning learning and development experts in leadership, cultural change, diversity and inclusion, our team at ABSTRACT are brilliantly placed to help you to build a modern day organisation that is fit for today’s social objectives.

Our Cultural Competence programme is comprised of six topic: Visible commitment, humility, awareness of bias, curiosity about others, cultural intelligence and effective collaboration. These six topics are delivered across three modules that are spaced out several weeks apart in order to fully embed the cultural change.

Through our programme participants will gain the capabilities to:

• Appreciate the value of diversity of thought and having respect for others.

• Understand the key elements of delivering inclusive leadership.

• Create an environment for everyone to regularly get involved and reach their potential.

Our aim is to increase collaboration and cultural awareness throughout an organisation or team, so content learnt from the programme is brought out of the corporate or virtual classroom and into the field. Our programme is delivered by our highly skilled specialist team of facilitators, who are also experienced leadership coaches.

As well as our Cultural Competence Programme we also offer a 1-hour webinar that provides an overview and appreciation of this important topic.

Get in touch for a no obligation consultation call to find out how we can help you, your team or organisation.

References:

https://www.bbc.com/worklife/article/20210326-the-complicated-battle-over-unconscious-bias-training

Why Doesn’t Diversity Training Work? - The Challenge for Industry and Academia - Frank Dobbin and Alexandra Kalev

https://scholar.harvard.edu/files/dobbin/files/an2018.pdf

Making the workplace more inclusive for Neurodiverse people

Tue, 27 Apr 2021 15:04:15 GMT

Neurodiversity refers to the different ways the brain can work and interpret information. It highlights that people naturally think about things differently. We have different interests and motivations and are naturally better at some things and not so good at others.

Most people are neurotypical, meaning that the brain functions and processes information in the way society expects. However, it is estimated that around 1 in 7 people (more than 15% of people in the UK) are neurodivergent, meaning that the brain functions, learns and processes information differently from others.

Neurodivergence includes Attention Deficit Disorders, Autism, Dyslexia, Dyscalculia and Dyspraxia.

Is this more social engineering?

Before you switch off and think that this doesn’t affect me, think about this; Neurodivergence is fairly common, so most workplaces are already neurodiverse. Yet, there is still a lack of understanding around most forms of neurodivergence, and chronic misperceptions continue to exist.

It therefore makes sense for organisations to take steps that make their neurodivergent staff feel valued, part of the team and supported to contribute fully towards achieving the goals of the organisation.

Leaders and Managers who develop a more inclusive workplace create the following for neurodiverse employees: -

1. Reduce the stigma around neurodivergence who then tend to be treated more fairly by their managers and colleagues.

2. Make staff feel safe and empowered to disclose a neurodivergence.

3. Open the organisation up to a certain pool of talent that may otherwise have been overlooked.

Inclusive actions and strategies put in place by leaders and managers can benefit all staff and help an organisation get the best out of their whole workforce.

Is there a real problem?

The National Autism Indicators Report produced by Drexel University revealed the following: -

Fewer than one in six autistic adults is in full-time employment.
Less than 16% of survey participants have full-time paid work. This figure has hardly changed since 2007.
51% of autistic people in work said their skills were higher than those their job required.
More than three-quarters (77%) who are unemployed say they want to work.

Is there a downside to neurodivergence and what are the benefits?

Don’t be fooled, time and resources are needed up front and in the early days to identify ways to minimise any potential difficulties.

There are, however, clear benefits and competitive advantages to investing in employees who think differently. Positive attributes commonly associated with neurodivergent employees include:

Creativity and innovation
Lateral thinking
Strategic analysis
Bringing a 'different perspective'
Development of highly specialised skills
Consistency and accuracy of tasks once mastered
Staff Retention

Are our customers neurodiverse too?

Remember that it is estimated that around 15% of the UK population are neurodivergent. Therefore, supporting neurodiversity within the workplace can make it easier to identify and provide the support that your neurodivergent customers need too!

Get in touch to find out more about ABSTRACT and how we can help you.

5 Ways a healthy learning and development budget can benefit your business

Fri, 23 Apr 2021 10:16:18 GMT

In uncertain times, a company's learning and development budget can be one of the first things to be downsized. However, there is a growing body of research to suggest that staff training can lead to numerous benefits to both employees and the overall business. Let's look at some of the ways in which a healthy learning and development budget can lead to business success.

Employee productivity

A healthy training budget can lead to employees feeling valued and empowered. A study by the National Centre on the Educational Quality of the Workforce found that a 10% increase in educational development can lead to an 8.6% increase in productivity (1).

Closing skill gaps

One downside of an ever-evolving digital landscape is that it can result in a wider skills gap. One study found that nearly two-thirds of managers think that their employees are unable to keep up with future skills needs, and 7 in 10 employees feel they are yet to master the skills they need for their current roles (2).

The solution to minimising the skills gap is to focus on employee development with role-specific training. According to LinkedIn Learning, no less than 67% of talent developers see closing skill gaps as the top way to demonstrate the success of learning (3).

Employee satisfaction

Development can also impact your employees' relationship with your business. Research suggests that there is a positive relationship between training and organisational outcomes such as employee job satisfaction and their commitment to your company (4).

Employee turnover

Investing in your employees' learning can positively impact their experience at work. A report on Workplace Learning by LinkedIn Learning found that staff who spend more than five hours each week learning feel less stressed, have a greater purpose, and know where they want to go with their careers. In addition, 94% of employees said they would stay at a company longer if it invested in their learning and development (3).

Your choice of learning and development programme matters

Of course, the type of learning programmes your business chooses to undertake can also impact your business. For example, our courses aim to increase inclusion and diversity to encourage the promotion of more women into senior positions.

Research has shown that the greater the gender diversity among senior leadership, the better a business performs. One recent study, Adding Women to the C-Suite Changes How Companies Think, by Corinne Post, Boris Lokshin, and Christophe Boone5, found that this is because businesses with women in top management positions are more open to change and less open to risk.

The study concluded that the new perspectives lead to a shift away from a merger and acquisition focus in favour of internal research and development. As a result, the businesses are in a stronger position to consider a broader spectrum of strategies for creating value.

You can find out more about our AMBITION and ACCELERATE leadership programmes here , or browse our entire suite of award-winning Learning and Development programmes . If you have any questions, please get in touch .

References

(1) https://www.ibtta.org/sites/default/files/documents/2017/Tampa/The%20True%20Cost%20of%20Not%20Providing%20Employee%20Training.pdf

(2) https://www.gartner.com/en/human-resources/insights/skills-gap

(3) https://learning.linkedin.com/content/dam/me/business/en-us/amp/learning-solutions/images/workplace-learning-report-2019/pdf/workplace-learning-report-2019.pdf

(4) https://www.researchgate.net/publication/258179915_One_More_Reason_Not_to_Cut_Your_Training_Budget_The_Relationship_between_Training_and_Organizational_Outcomes

(5) https://hbr.org/2021/04/research-adding-women-to-the-c-suite-changes-how-companies-think

How has workplace learning changed since the pandemic?

Wed, 07 Apr 2021 09:55:54 GMT

There's no denying that the advent of Covid-19 has transformed our working lives in many ways. At the start of 2021, about half the UK labour market worked from home, and the most commonly expected work pattern post-Covid is two days a week from home. (1)

Yet what about workplace learning? Are we now using new tools to facilitate our thirst for knowledge whilst working remotely and has the pandemic forever changed our ability to learn?

These were just some of the fascinating discussion points featured in a new study published in Raconteur in The Times. You can view the full infographic on the transformation of workplace learning here or read on to discover some of the key takeaways.

Employees preferred choice of learning pre-pandemic

How do your employees prefer to learn: With others, alone, online? According to research, before the introduction of social distancing and lockdowns, the majority of employees (64%) favoured learning either face-to-face in a classroom with a group or one-on-one, compared to 13% who preferred online learning.

The rise of digital learning

Even before the pandemic forced workforces online, the demand for digital learning was increasing. Over the past two to three years, mobile device-based learning increased 70%, and both AR & VR (augmented reality and virtual reality) learning and online learning increased by 64%.

At the start of the pandemic, the demand grew further with 82% of senior business stakeholders and 71% of end users reporting a higher demand for digital learning.

Digital transformation in 2020

Despite the increase in demand for digital learning, a large majority of businesses (65%) said that their current learning platform was not seen as fit for modern workplaces.

Just 15% of companies had completed the digital transformation of their learning capabilities in 2020, with 76% reporting that their transformation was a work in progress.

The most popular eLearning courses

Although the statistics suggest more work is needed on digital transformation, the overwhelming majority of learners described their learning experience as either 'very good' (43%) or 'good' (52%).

The most popular eLearning course categories were:

• Workplace health and safety training (77.8%)

• Business compliance (45.9%)

• HR compliance (43.6%)

• Soft skills (21.5%)

• Other (5.4%)

As people development specialists, we'd love to discuss your current workplace learning needs, so please get in touch.

References

(1) https://voxeu.org/article/working-home-revolutionising-uk-labour-market

Inclusive Companies

Wed, 31 Mar 2021 13:58:03 GMT

ABSTRACT are excited to be working in partnership with Inclusive Companies on two forthcoming events. Inclusive Companies is a cross industry network harnessing best practices & innovation to drive inclusion for all.

Firstly, nominations are now open for the Inclusive Awards and will close on 6 August 2021. A collection of the nation’s most inclusive organisations & diversity influencers will gather to honour those that lead in diversity, inclusion and fairness in all aspects of diversity. The Inclusive Awards will illustrate some of the nation’s most inclusive organisations, gathering to recognise those that lead in equality, diversity and fairness, in all aspects of business.

As the recipient of the National Diversity Champion Award at the Inclusive Companies Awards in 2019, the last time they were held, ABSTRACT's Sue Liburd has been invited to be on the judging panel for the 2021 awards. Sue, who was also recognised in 2020 as one of the top one hundred women leaders driving change for gender diversity in the workplace, is "becoming a recognised voice and emergent thought leader in the field of Diversity and Inclusion".

Secondly, Sue and David Nikolich, ABSTRACT's Managing Director, founder and the architect of our award winning programmes, will also be jointly presenting a webinar for Inclusive Companies on 10 June 2021 on the topic of 'How To Improve Diversity of Thought & Respect?'. David says "Sue and I will be sharing our insights on the key elements of delivering inclusive leadership and how companies can best create an environment for everyone to regularly get involved and reach their potential".

Details of the Inclusive Awards and the webinar can be found here:

Inclusive Awards: https://www.inclusivecompanies.co.uk/awards/

Inclusive Awards Judges: https://www.inclusivecompanies.co.uk/awards/judges/

Inclusive Companies webinars: https://www.inclusivecompanies.co.uk/event/how-to-improve-diversity-of-thought-respect-presented-by-david-nikolich-md-abstract-and-sue-liburd-ned/

Guinness 6 Nations Rugby: What businesses can learn from this tournament

Mon, 29 Mar 2021 14:55:18 GMT

The Six Nations was a fantastic spectacle. It brought joy and excitement to many during these difficult times. It was also a very unusual tournament. The outcome was less predictable than normal. The fans had to make do with watching on TV. Players and pundits (myself included) got covid, causing ructions and requiring many changes to the planned events.

But what can we take from this magnificent tournament? What can we learn and adapt to what we’re doing in business to keep the home fires burning and excel in these bizarre times?

Crowds make a difference

The players deserve huge credit for creating their own passion in the cavernous, empty stadia. Humans are social animals; we thrive off that social interaction. Sports people are the same. They get stimulus from various sources, it could be from a teammate, a message from the coach but, usually, it comes from the crowd cheering and inspiring them to give that little bit more effort.

Losing that social interaction and support is what many businesses has lost during this pandemic. Let’s become the fans for our teammates. We’ve seen how much of a difference it makes to sporting professionals to have loud, passionate support. Let’s be that overt champion for our colleagues.

We should savour the times we get to interact with others in business and ensure that every social interaction has a purpose and a meaning – and is used to its full potential.

The referee’s word is final – life’s not fair but recovering quickly from blows is a game changer

Every team in the Six Nations will feel aggrieved at a number of decisions that went against them. It doesn’t matter if it was a red card that had a profound effect on that game or a referee that allowed a game to restart before one team was fully ready, you have to move on to the next job immediately and not dwell on what has just happened.

The same is true in business. It is not what happens to you that is crucial but how you choose to react that will determine the outcome. You’ve got to keep your eye on the prize. Why are you doing this? And focus on that. Don’t ignore what has happened; analyse it and learn it - and try and ensure it doesn’t happen again.

Changing the game plan mid match takes preparation and on field leadership

How many times did we see a team change tactics during a game in the Six Nations? Wales were crowned champions because they adapted their tactics, whereas England finished 5th because they did not.

Wales were one of the most experienced teams in the history of rugby for their match against France with 987 caps at an average of 65 per player. With such experience, they were able to change tactics when things didn’t quite go to plan. This is a result of a combination of experience and been giving the autonomy by the coaches to make these changes.

In business, the people on the front line need to know they can change things if something is not working. And this comes down to clarity of purpose, shared values and most of all, trust. The leadership trusting their people and empowering them, with clarity and conviction, to make the right decision at the right time.

Communication is critical

There was some outstanding refereeing in the Six Nations. There were also other decisions that were not so good… But what made the good decisions wasn’t just the decision itself but how it was communicated.

Luke Pierce was the referee in the France v Wales game, and he had a number of really close calls to make along with his assistant referees and TV match official. They got everyone spot on and communicated each decision with absolute clarity, leaving nothing open to interpretation.

In business, too often communication is ambiguous, muddled or conflicting. Communication is only as good as the response it elicits, so clear and concise – and constant - always works best.

Diversity of thought and respect

Sport generates passion and excitement which sometimes clouds our judgement and objectivity. On the BBC, we always have a pundit from each team to give that different perspective and to offer a balanced presentation and analysis.

This is an area we need to work harder at in business. Giving a voice to those under-represented groups and for that voice to be heard is crucial to build modern businesses fit for today’s social objectives. It’s to easy to build a team of ‘yes men’. Your business will benefit greatly from having a well rounded internal dialogue, which will translate into a well rounded external brand.

Why inclusion is fundamental to success

Thu, 25 Mar 2021 09:34:10 GMT

The terms diversity and inclusion are often coupled together and used interchangeably, but understanding how inclusion differs from diversity and the benefits of an inclusive culture can make a huge difference to your employees and your business.

What is inclusion?

Whereas diversity in the workplace refers to ensuring your workforce contains the full range of demographic differences, such as race, religion, gender, age, and sexual orientation, inclusion refers to creating a culture where every employee feels valued, accepted and equal.

In other words, inclusion relates to how employees feel at work. Even if a workforce is diverse, unless everyone feels respected or encouraged to participate, some employees may feel uninspired and as if they don't belong.

According to Alison Maitland, co-author (with Rebekah Steele) of 'INdivisible: Radically rethinking inclusion for sustainable business results', "Without inclusion, diversity remains unfulfilled potential." (1)

Therefore, for a company to reach its full potential, diversity and inclusion should both be present in all business policies, practices, and strategies from the leadership team down.

How can inclusion create beneficial change?

Employee engagement

An inclusive culture where everyone feels valued and free to contribute on equal terms leads to a happier workforce. When employees feel genuinely part of a team they are more likely to want to share their ideas and opinions. As a result, productivity will increase and the business will benefit from a diverse range of skills and experiences.

Attract the best talent

Research has show that employees want to work for businesses who recognise the importance of an open and inclusive workplace. An inclusive company may therefore find it easier to retain and recruit top talent. In one study, 39% of respondents reported that they'd turned down or decided not to pursue a job because of a perceived lack of inclusion at an organisation. (2)

A competitive edge

Inclusion can give companies a competitive edge. By promoting a culture where everyone feels welcome to speak up and contribute, a company is more likely to benefit from a diverse range of perspectives that could help shape and develop new projects, products, and services.

Business growth

Having an inclusive culture throughout a business has been shown to positively affect a business's bottom line. One study on Diversity and Inclusion at the Workplace found that companies with 'inclusive talent practices in hiring, promotion, development, leadership, and team management' generate up to 30% higher revenue per employee and greater profitability than their competitors. (3)

To find out more about how we can help embed an inclusive culture of success within your business get in touch .

References

(1) https://knowledge.wharton.upenn.edu/article/inclusion-helps-companies-succeed/

(2) https://www.mckinsey.com/business-functions/organization/our-insights/understanding-organizational-barriers-to-a-more-inclusive-workplace

(3) https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2017/diversity-and-inclusion-at-the-workplace.html

Black Lives Matter (Pre-Trial Settlement)

Mon, 15 Mar 2021 16:44:24 GMT

The family of George Floyd have been awarded $27million following his death at the hands of Minneapolis Police. A wrongful death lawsuit filed against Minneapolis City Council by Floyd’s family was settled for the eight-figure sum on Friday after a unanimous agreement by the City’s councillors.

A pretrial settlement is when the parties in a lawsuit come together before trial to work out payment for injuries and losses. Rather than undergoing the entire trial process, the parties attempt to negotiate and come to terms on the payment rather than relying on a judge to issue a damages award. This can occur out of court, often with a mediator present during negotiations.

There are several benefits to pretrial settlements. For one, the parties may be able to save costs on trial and other legal fees. Secondly, they might be able to reach a settlement agreement that is more accurate than if they had the court calculate a damages award.

Pretrial settlements usually occur within a personal injury setting and are common in cases such as automobile accident claims or a negligence setting such as slip and fall claims that occur within a business establishment.

The Floyd case certainly falls into both the personal injury and negligence categories, so the first question is how did they determine the value of George Floyds life to be worth $27millon?

Floyd family attorney Ben Crump said the settlement “sends a powerful message that Black lives do matter and police brutality against people of colour must end.”

In today’s world of self-administration there are such things as pretrial assessment tools that determine the value according to the data entered and then returned confidently by an algorithm. Alternately, and I think it was the latter in Floyd’s case, a judge can decide by considering all the facts.

The second question is how the jury can be independent with their thinking when the officer(s) have already been found to be complicit in Floyd’s death by virtue of the agreed pretrial settlement?

The jury’s job is to convict or acquit based on the evidence presented. So, a pretrial settlement must surely only add weight to the guilty verdict, highlighting the defence’s argument concerning a fair trial for their client.

After a month of appointing the jury, the trial is set to last a couple more months once it gets underway. At the end of the trial, the jury will find Chauvin either ‘Guilty or Not Guilty’ of the charges against him.

While the world awaits their verdict, the News Corporations have a responsibility to report the facts with balance and consideration. Meanwhile, all those keyboard warriors on Social Media should think carefully before wading in with their often-ill-conceived opinions and take a moment to treat this situation with the respect that it deserves.

Black Lives Matter (Selecting a Jury)

Fri, 12 Mar 2021 10:08:38 GMT

We’re sure you don’t need reminding but almost a year ago on May 25, 2020, George Floyd, a 46-year-old black man, was killed in Minneapolis, Minnesota, while being arrested for allegedly using a counterfeit bill.

During the arrest, Derek Chauvin, a white police officer with the Minneapolis Police Department, knelt on Floyd's neck for about nine and a half minutes after he was handcuffed and lying face down. The world was shocked. Across the globe, people took to the streets in protest and outrage.

Chauvin, who posted $1million bail last October, now faces trial on second-degree murder and second-degree manslaughter charges.

Arguably, the hardest part of the trial may be selecting the jury. A pool of eligible local citizens has already been called to appear by Hennepin County in Minnesota. From them, a jury of 12 and four alternates will be selected, which itself could take weeks.

Although it is highly unlikely potential jurors will have no prior knowledge of the case, they will be questioned intensely to determine whether they will be able to set aside their opinions and consider evidence to judge Derek Chauvin fairly and without bias either way.

The prosecution and defence can both ask Judge Peter Cahill to dismiss a potential juror "for cause" if they perceive bias. The prosecution can also dismiss nine potential jurors - and the defence team 15 - without giving any reason.

The jury pool in Hennepin County was 80% white and 8% black in the financial year to September 2020, so that may impact the time it takes to reach a suitable selection.

The vetting system does try to ensure that a cross-section of society is represented, but at the same time, both defence and prosecution will be looking for jurors that will bring them a favourable outcome.

In general terms, legal experts say white jurors are less likely to convict law enforcement officials, although it is unclear how much of this has changed following the worldwide reaction to the Floyd case.

Although, the high-profile video of George Floyd's death brought an outpouring of anger in the US and beyond, securing a legal conviction will be another matter. Criminal Law experts are suggesting that it will be difficult to get a safe conviction despite the evidence at hand.

Every action has a reaction. Derek Chauvin’s actions caused George Floyd’s terminal reactions. So, we wonder how America and the whole world will react to the actions of the Jury if they decide a “not guilty” verdict?

Psychological Safety in the Workplace – Part 2 : A Leadership Action

Thu, 11 Mar 2021 09:18:52 GMT

It is generally accepted that, in the main, people enter a profession with the intention of doing their best. However, as we explored in our last article on this subject, many people unfortunately end up not achieving their best due to holding back for fear of damaging their personal reputation.

In this article, we explore how we as leaders can create psychological safety. This behaviour is like a muscle, it takes time, discipline and effort to achieve a robust culture that creates this optimum psychologically safe environment. It can also be destroyed within a ‘blink of an eye’!

So what actions can a leader take today to begin establishing this utopian vision?

• Define the ‘desired outcome’ and establish the current context

• Identify and harness your people’s commitment

• Lead by example

Define the ‘desired outcome’ and establish the current context

Whatever the goal, objective or vision be that short or long term that we may be working on, it is really important to be clear as to the ‘desired outcome’. The desired outcome can be nigh on impossible though it should not be impossible.

In 2007, Martin Winterkorn (Chairman, Volkswagen AG) set the goal of becoming the largest automobile maker in 10 years. The diesel engine was key to achieving this objective except, it was subsequently proven, it was simply impossible for the engine to achieve the US environmental regulations.

Winterkorn had been professionally developed by his predecessor Ferdinand Piech whose leadership style has been described, by many, as one of creating fear in subordinates and that failure was not an option. Piech had learnt and inherited his fearsome leadership style from Ferdinand Porsche who in turn had learnt his leadership style from Henry Ford. Therefore, is Henry Ford responsible for the VW diesel engine scandal? Clearly, of course not and yet the cultural norms that Winterkorn was exuding trace right back to Henry Ford and to Winterkorn they were entirely natural and successful leadership traits. In 2013, when the scandal broke it was discovered that the diesel engines in order to pass the US environmental regulation tests had been fitted with ‘defeat devices’ (essentially software that detected emission testing and reduced the carbon monoxide readings) by VW engineers in order to fulfil the strategic goal set by Winterkorn.

Astonishingly, upon his resignation Winterkorn commented, “I am not aware of any wrongdoing on my part”. It is reasonable to predict how poorly Winterkorn may have responded had a subordinate broken the silence and advised him that the diesel engine was impossible to make clean. But why did someone not break the silence – lack of psychological safety and interpersonal risk?

“Your greatest fear as a CEO is that people aren’t telling you the truth”

Mark Costa CEO, Eastman Chemical Co.

Identify and harness your people’s commitment

In a previous corporate life, I was a perpetual meeting goer. Every hour, on the hour during most days I would move from meeting to meeting - and my participation levels varied. I soon realised I contributed less to the meetings on subjects I was less passionate about and those in which I felt less confident - or psychologically safe.

As a leader, you’ll get enhanced results from a team that is committed to the cause and, where people are committed, you should encourage, invite and set an expectation of their participation.

Lead by example

As leaders, we must consider our own actions, tone, body language and the words we choose. Be considerate to the quieter members of the group; invite their opinion and be curious.

I have never been involved in any project, in any business, at any time when there has not been an element of failure. In a psychologically safe environment, a failure is an event not a person.

In these scenarios, language is important and, as leader, your attitudinal response to failure is on view. It sets the standard for and expectations of others. The moment of truth, as a leader, is when someone does speak up. If the leader’s response is poor, then all the groundwork and investment to date vanishes.

Listening intently is a great discipline and very hard if the silence that is broken is not in tune with your personal references, experiences and beliefs. To demonstrate positive ‘voice behaviours’ it is imperative to acknowledge and thank the person and explore their ideas with high support and high challenge.

Many of us subscribe to the principle that a main goal of any leader is to get the best from their people. Yet, that doesn’t mean the leader is expected to have all the answers.

Nowadays, I try to practise the above in pursuit of the answers and the solutions to achieve our desired outcomes. Whether it be me or one of my colleagues who finds the solution is not important, it is how we get there and the successful outcome that matters.

International Women’s Day: Choosing to challenge

Fri, 05 Mar 2021 14:43:46 GMT

It strikes me that this year’s International Women’s Day (IWD) theme of ‘Choose to Challenge’ neatly aligns with what we do here at ABSTRACT. From the IWD website:

“A challenged world is an alert world. Individually, we're all responsible for our own thoughts and actions - all day, every day.

We can all choose to challenge and call out gender bias and inequality. We can all choose to seek out and celebrate women's achievements. Collectively, we can all help create an inclusive world.

From challenge comes change, so let's all choose to challenge .”

On our ACCELERATE programme, we look at organisational politics from a holistic point of view, before shifting the focus onto our delegates. We challenge them to think how they can best use those organisational politics to grasp their desired career goals. Through, for example, surrounding themselves with the right people, and fine tuning their behaviours to get what they want.

And of course, we push our delegates to challenge themselves. Are they willing to step out of their comfort zones? To advocate their strengths to others? Will they seize opportunities, or wait to be asked? After all, a challenged world is an alert world. And so it follows that an individual who is willing to challenge is an alert individual, proactive and engaged in what is going on around them.

We also challenge our delegates to not only adapt to their environments, but to shape them. And that shaping, and change, comes from challenging the status quo. Of course, this isn’t meant to be a lone act. We help our cohorts form strong networks, and when members of those network make even small challenges to their environment, it creates a ripple effect.

Of course, it is one thing empowering individuals, and networks, within an organisation. But what of the bigger picture?

Palpable progress has been made on equality, but we still face challenges.

In the recently published fifth Hampton-Alexander Review Report , we saw very positive trends. Women now make up more than a third of the top 350 UK company boards, and the number of women at FTSE 100 leadership level has risen 50% in the past five years.

That’s tangible progress, but the challenge must continue. The challenge, for example, to move beyond tokenism. We must challenge the reluctance of decision makers to delve into the deep pool of talent they have in their female staff. We must choose to empower that talent, and use it to benefit businesses, and ultimately the economy. These are challenges that all of society must take on. It’s not enough to simply let people fight for this from within.

I believe that in another five years, the people who have been through our ACCELERATE and AMBITION programmes will play a role in tipping those statistics much closer to 50/50. They will have secured their seats in the boardroom, strengthened their networks, and chosen to challenge the environment they operate in. They will inspire, and encourage, those that follow.

For us, it’s about creating a diverse pipeline of future leaders, one that improves businesses. But in the greater scheme of things, it’s also about levelling the playing field for equality.

And on Sunday 7th March, it is also CARE International ’s #March4Women, which is a global movement for gender equality. It’s a celebration of the power and the potential of women and girls around the world, a prior event to mark International Women’s Day (8th March). We are proud to support CARE International and if you are interested in finding our more or joining their online event, please visit their website.

So while we celebrate how far we’ve come on IWD, we also remember that there is more work to be done on the front line. And as ever we, our clients, and our delegates, will be doing it.

Time to choose to challenge? Get in touch .

Leading by Example

Mon, 01 Mar 2021 14:57:44 GMT

I ’m going to call it out… ‘Leading by example’ is an ancient and lame description of what leaders should be doing. If you ask any leader, they will each tell you that they do indeed lead by example and believe it, but what does lead by example truly mean?

ABSTRACT’s definition is this. “Influencing the behaviours and attitudes of others through the effective and efficient delivery of their organisations objectives and responsibilities”. OK, so perhaps too many words? But you get the sentiment, right!

To break it down, there are three essential parts of leading by example: -

Operational
Developmental
Strategic

Let’s take each one in turn.

Operational – This one covers the smooth functional running of the organisation’s operations, enabling the end-to-end fulfilment of their products or services. A good leader will understand the operational processes, but have a series of experts and deputies on hand to ensure delivery, whilst being available for opinion and oversight. A bad leader gets down with the weeds and enjoys sweating the small stuff, to quote Stephen Covey.

Developmental – This one focuses on the growth and development of all the moving parts within the organisation’s selected proposition. This very much includes people. A good leader will help create an ideal culture for their people and empower them to get involved, providing ideas for constant improvement across all levels of the business. A bad leader will solely focus upon the financials and margins, trying to increase revenues and reduce expenditure to achieve or improve their projected profits.

Strategic – This element covers the many plans of action aligned to the vision and purpose of the business, that will drive the organisation toward their BHAG (Big Hairy Audacious Goal). What the hell, let’s throw in a Jim Collins acronym while we’re at it!

A good leader will break their strategy down into a few simple buckets and load all the vital components into each one for simplicity and clarity. A bad leader will have a thousand-piece jigsaw puzzle, but will keep changing the picture on the box while still trying to fit together a combination of all the original pieces.

So, next time someone asks you if you lead by example; Take a moment to reflect on whether you are readily available to ensure continuity of operations via oversight – and if you are regularly invested in the development of your people, products, and processes via others – and that you personally provide clarity and simplicity of strategic direction… before you answer.

Gender Pay Gap enforcement delayed by six months

Thu, 25 Feb 2021 10:33:49 GMT

Since our recent article on ' What's Happening With The Gender Pay Gap ', it's now been announced that because of the ongoing pandemic, firms will have another six months (until the 5th of October 2021) to submit their Gender Pay Gap data (1). Reporting has been suspended since 2020 due to Coronavirus.

The Equalities and Human Rights Commission have said that the additional delay "strikes the right balance" between supporting business and the regulation. Although other commentators have been more critical in light of evidence that the pandemic is adversely affecting women at work in particular. There are also growing calls to introduce ethnicity pay reporting.

At ABSTRACT we continue to help those companies and organisations who want to take positive, practical action to support the structured career development of women and other under represented groups, into more leadership positions through our award winning learning and development programmes such as ACCELERATE and AMBITION .

Get in touch to discover how we can help.

References

(1) https://www.bbc.co.uk/news/uk-politics-56167925

Women boardroom roles make dramatic jump in five years

Wed, 24 Feb 2021 13:51:10 GMT

The fifth and final Hampton-Alexander Review Report published on the 24th of February shows that women now make up more than a third of top 350 UK Company boards, thanks to a dramatic shift in representation at the highest levels of UK business.

All male FTSE boards are now extinct as the number of women has risen by 50% in five years, although those in the very highest leadership positions remain scarce with eight current CEOs of FTSE 100 companies and the report found that "significant progress" still needs to be made in leadership roles.

The report says, "Moving forward, all businesses should be pushing themselves to move beyond tokenism, and ensure even more women are getting into the highest ranks".

Denise Wilson OBE, Chief Executive, Hampton-Alexander Review, explains: “Never in the history of women in the British workplace has there been a stronger supply of skilled, capable women, ambitious for themselves, and ambitious for their organisations. It is now for business to fully-utilise a talent pool filled to overflowing with educated, experienced women, to their own benefit and that of the UK economy”.

We couldn't agree more!

At ABSTRACT we have been working intensely over this period with companies to successfully improve the number of women in senior leadership positions through ACCELERATE and AMBITION, our award-winning Career Management Development Programmes. One of the primary objectives of these programmes is to give talented people the skills and tools they need, so they may progress as far as they choose - right up to the boardroom if desired.

We are delighted to see this progress but believe it will only be sustained and improved further if companies continue to focus on investing in their middle to senior tier people, building a diverse pipeline of future leaders.

Get in touch to find out how we can help .

Links:

https://ftsewomenleaders.com

https://news.sky.com/story/all-male-ftse-boards-extinct-as-review-marks-progress-12227067

https://www-bbc-co-uk.cdn.ampproject.org/c/s/www.bbc.co.uk/news/amp/business-56172775

The rise of socially conscious businesses

Mon, 22 Feb 2021 14:01:38 GMT

A survey of business leaders from across the globe found that 93% believed companies were more than employers, but societal stewards (1). Although choosing to focus on a purpose-driven business mindset, for doing what's right and making a difference is not new, it has never been more important.

Whether it’s diversity and inclusion or environmental awareness and carbon footprints, more businesses than ever are looking to implement programmes that will benefit their communities and have a positive impact on society. That’s why our aim is to help build modern day businesses fit for today's social objectives.

The rise of millennials

One reason for this socially conscious movement is the generation of millennials who, it's estimated, made up over a third of the global workforce in 2020 (2). Research confirms that they want workplaces with social purpose. Not only have 40% of millennials chosen a job due to the company's sustainability agenda, most would also take a pay cut to work for an environmentally-responsible employee (3).

The business benefits of social consciousness

Choosing to prioritise corporate social responsibility (CSR) won't only benefit a business's community by helping to create a better place to live. It will also benefit both the business itself and its employees in the following ways.

Attract and retain employees

Research into the importance to employees of their employers’ corporate sustainability activities, found that 70% reported that a strong sustainability plan would affect their decision to stay with that company. 30% said that they'd left a job that had no sustainability plan in place, and over a third acknowledged that they'd given more time and effort to their role due to their employee's sustainability agenda (3).

Builds your reputation

As those statistics show, a reputation for being socially responsible attracts employees. It also helps set you apart from your competitors in the eyes of customers, giving them another reason to choose your business. Adopting a socially conscious agenda helps your business act with integrity, which strengthens customer and stakeholder relationships by building trust.

Morale-booster

Supporting local communities and actively being socially conscious helps to create a happier, motivated workforce with a greater sense of purpose. Research has shown that people are happier working for someone with integrity, as employees' perceptions of their manager's behavioural integrity 'positively related to job satisfaction, job engagement, health, and life satisfaction.' (4) Further research has suggested that satisfied employees are more likely to stay with their company for longer (5).

Business growth

Businesses with corporate social responsibility programmes are more profitable than those without a CSR programme (6). Being socially conscious also makes you a more attractive prospect in the eyes of ESG investors who consider environmental, social, and governance factors when making investment decisions.

Larry Fink's 2021 CEO letter is an example of how investors are shaping the rise of socially conscious businesses. So, from an environmental, cultural, and financial viewpoint, it pays to be socially responsible.

Our mission is to bring about profound positive change in individual and collective behaviour in business. So, if you'd like us to help drive transformative change within your company and embed a diverse, inclusive, socially conscious culture, we'd love to hear from you .

References

(1) https://deloitte.wsj.com/cmo/2019/01/24/the-rise-of-the-socially-responsible-business/

(2) https://www.parkcom.co.uk/news/millennials-rule-workforce-2020/#:~:text=Experts%20predict%20that%20by%202020,half%20the%20entire%20workforce%20population!

(3) https://www.fastcompany.com/90306556/most-millennials-would-take-a-pay-cut-to-work-at-a-sustainable-company

(4) https://www.researchgate.net/publication/257541663_Relationships_Among_Employee_Perception_of_Their_Manager%27s_Behavioral_Integrity_Moral_Distress_and_Employee_Attitudes_and_Well-Being

(5) https://www.researchgate.net/publication/276183376_Do_Happier_Employees_Really_Stay_Longer

(6) https://www.researchgate.net/publication/292473578_Doing_well_by_doing_good_Corporate_social_responsibility_and_profitability

7IM and ABSTRACT scoop top award for cutting edge cultural transformation programme

Fri, 19 Feb 2021 15:38:47 GMT

ABSTRACT and our partner 7IM , have won the coveted Gold Award for External Learning Solution of the Year at the 2021 Learning Awards , which took place on Thursday 18th February.

The awards are in their 25th year and were hosted by Claudia Winkelman with Microsoft as their headline sponsor. Created to recognise innovation and achievement in workplace learning. The Learning Awards attract entries and sponsorship from some of the biggest names in business.

Taking home the Gold Award, the partnership between ABSTRACT and 7IM, was praised for building on the solid foundations of 7IM’s heritage, to create a modern business ready for today’s social objectives and fit for the future.

7IM’s cultural transformation programme known as the ‘Succeeding Together programme’ has been underway for 18 months, and the latest staff survey showed continued improvements in several key areas, including performance, recognition, and line manager relationships. In addition, increased development opportunities are getting very promising responses from staff.

7IM’s Chief People Officer, Kate Hughes, summed it up perfectly with her acceptance speech: “Thank you for the recognition that our Succeeding Together programme has been something special. 7IM and Abstract came together to deliver the vision of our CEO, Dean Proctor. This vision was to create an environment where our colleagues understood and valued their role in delivering an unrivalled experience to our clients and each other."

“We started as an army led by generals. We moved to a family led by parents and now we are a high performing team lead by coaches."

“This programme is now a way of life for our colleagues and together we have changed our working lives for the better and will continue to do so. This is succeeding together at its best!”

7IM CEO, Dean Proctor, added: “ ABSTRACT really are experts in this space. They designed and delivered this pivotal cultural transformational programme involving a variety of engaging and innovative modules. The change in the business has been remarkable already. And, with ABSTRACT, we have absolutely nailed our strategic partnership and the plan for 2021 is extremely exciting ”.

ABSTRACT CEO, Andy Nicol, added: “ The partnership between 7IM and ABSTRACT has been extraordinary in terms of the mutual commitment, collaboration and dedication. I take my hat off to Dean Proctor and his Executive Team for retaining the importance of this programme in the face of the pandemic and having the courage and conviction to stay true to their vision. The results really do speak for themselves. ”

You can find out how we can partner with you or your company, through our ACCELERATE programme here .

7IM and ABSTRACT: The new power couple?

Tue, 16 Feb 2021 16:04:26 GMT

We’re keeping our fingers crossed for the outcome of the Learning Awards on Thursday 18th February, where we have been shortlisted for External Learning Solution of the Year alongside our longstanding client, 7IM.

In the meantime, we reflect on what an extraordinary partnership this has been so far. When we started out on our journey with 7IM, the aim was to build on the solid foundations of the past, to creating a modern business ready for today’s social objectives and fit for the future.

The cultural transformation programme has been underway for 18 months, and the latest staff survey in December showed continued improvements in employee satisfaction and engagement in a number of key areas across 7IM including; performance measurement outcomes, recognition, line manager relationships – indeed, 88% say they have a great relationship with their line manager, which is quite a feat during the Coronacoaster! In addition, personal progress and development as well as opportunities to learn and grow are getting very promising responses from staff – a testament to the confident changes the business has made.

7IM CEO, Dean Proctor, explains how the partnership was born: “When I joined 7IM in April 2019, determined to reset a great firm, Andy and David at ABSTRACT were amongst my first meetings with existing suppliers. I say suppliers, however that would be wrong as what we have is a great partnership. A partnership that is based on mutual respect and strong appreciation for the value that both parties bring to the table. We have partnered on a cultural transformational programme and undertaken a variety of engaging and innovative learning & development sessions and modules. With ABSTRACT, we have absolutely nailed strategic partnership and the plan for 2021 is super exciting”.

ABSTRACT CEO, Andy Nicol, added: “The partnership between 7IM and ABSTRACT ramped up when Dean Proctor joined as CEO in 2019. He wanted to build on the solid foundations he inherited by focussing on the culture and strategic direction of the business and tasked ABSTRACT to come up with new and exciting learning interventions. The business bought into what we proposed and there was complete alignment in our collaboration which meant that not only was there great learning and development taking place, but everyone was having fun at the same time. We are delighted that this partnership is continuing in 2021 and thrilled with the results so far.”

3 Ways to Celebrate ‘Random Acts of Kindness Day’ at Work

Mon, 15 Feb 2021 12:14:52 GMT

As business transformation and people development specialists, our mission is to make the corporate world a fairer and better place. That's why our people development programmes are designed to shape leaders who create the right environment for others to thrive.

So, when we heard it was Random Acts of Kindness Day® on Wednesday 17th February, we thought we'd celebrate by passing on three little things you can do that will make a big difference to your colleagues' working lives.

After all, we spend a large proportion of our lives with our workmates, and it's even more important at this time, to reach out, be kind and be thoughtful (1).

Send thank you notes

Sometimes things get so busy at work we don't get the time to stop and reflect on what's been achieved. Taking the time to reach out to people involved in a successful project can mean a lot in a fast-paced world. Whether your positive note of appreciation is hand-written or digital, personalising it to the individual rather than a collective group will give a fantastic motivational boost.

Alternatively, you can choose to make your personalised 'thank you' note slightly more public by adding your glowing words of praise to your colleague's profile on LinkedIn.

Get to know your colleagues

What with impending deadlines and a constant workflow of projects, it can be tricky to talk about anything but work with colleagues. Yet everyone has a life outside of work and taking the time to discover the person behind the job role can make a real difference to your working relationship.

So, the next time you bump into a workmate in the kitchen (or even on a Zoom chat), make a conscious effort to find out something you didn't know about them. It could be you have common interests or experiences that will increase your working bond.

At ABSTRACT we say everyone has both a Professional CV and a Personal CV, a Personal CV comprises their references and personal experiences in life, sometimes hidden from immediate view, that have shaped a colleague to become the person they are today. You may know your colleagues Professional CV, the role they do or have done and departments and companies where they have worked at, but do you really know their Personal CV.

Become a mentor

“I don’t think anybody makes it in the world without some form of mentorship.” Oprah Winfrey (2)

Giving up your time to share your knowledge and experience with a colleague can make a real difference to their future. The positives are plentiful for both mentor and mentee. You'll develop your leadership and communication skills and your mentee will benefit from your advice and feedback, and be more likely to pay your kindness forward and become a mentor themselves as their career progresses.

You can find out more about Random Acts of Kindness Day®, including inspirational kindness ideas, quotes, and stories here .

And for further details of how we can help create an inclusive, diverse environment that encourages greater staff engagement, loyalty, and retention of talent, get in touch .

References

(1) https://www.workpsychologygroup.com/kindness-in-the-workplace-5-ways-to-spread-some-positivity/#:~:text=Making%20the%20tea%2C%20giving%20compliments,workplace%20creates%20a%20ripple%20effect.

(2) https://thecentsofmoney.com/ten-benefits-of-being-a-mentor/

Managing Anxiety

Wed, 10 Feb 2021 09:30:19 GMT

It hasn't gone unnoticed that levels of anxiety during the pandemic soared (particularly among women) and reports are now suggesting that 'anxiety is at it's maximum level' in 2022, with rising costs and the impact of Covid still hanging at the backs of people's minds.

Indeed the CIPD previously urged employers to put in place “a range of measures to support employees experiencing poor mental health as a result of COVID-19 and its effects on society and the economy”.

Ultimately, we are experiencing a paradigm shift. Here are a few tips from our experts that might help everyone to manage their anxiety over the coming weeks and months:

Change the story

In times like these, re-framing unhelpful thoughts can be a good first step to get your anxiety under control. Why not try to:

1. Reset your thoughts by deliberately changing the narrative

2. Reset your behaviour by consciously doing things differently

3. Recognise when you are feeling OK or better

A problem shared

Another of our top tips for managing anxiety is to talk about your anxiety with others, either professionals or friends that know you and won’t judge you. Everybody is going through their own challenges and a good chat, where you can get all your frustrations off your chest, can be very cathartic.

Focus on the positives

We must also remember to look for the positives. Whilst working from home can be tough, there are two very definite things to celebrate… 1. You have work and 2. You have a home.

ABSTRACT’s webinars on ‘How to Build Modern Day Resilience’ and ‘Managing Anxiety’ have been in great demand throughout the COVID-19 disruption. If we can help your team, please do get in touch .

In the meantime, here are a few resources that may be useful for you or someone you know:

NHS- Feeling anxious?

https://www.nhs.uk/oneyou/every-mind-matters/anxiety/?WT.tsrc=Search&WT.mc_id=Anxiety&gclid=Cj0KCQiA0rSABhDlARIsAJtjfCed__I0uQea4uzyY6-VCmC9gwOyx9XvMB0feX_z_XHzdb7iZygF9xcaAkS9EALw_wcB

CIPD-Supporting Mental Health in The Workplace

https://www.cipd.co.uk/knowledge/culture/well-being/supporting-mental-health-workplace-return

MIND- Coronavirus and Work

https://www.mind.org.uk/workplace/coronavirus-and-work/

How to help your people excel in a time of Covid

Wed, 03 Feb 2021 12:22:51 GMT

There's no denying that 2020 was a tumultuous year for many. As the pandemic gripped the world, best-laid business plans were ditched in favour of a new look business as usual; remote working, online meetings, and a more autonomous workforce.

One of the key lessons from this new normal was something we've known for decades: Your strongest asset is your people. So, as we head into a new year, let's look at some of the ways in which you can help your teams to truly excel in 2021.

Focus on diversity and inclusion

Teams of similar, likeminded people can result in an echo chamber environment where collective blindness leads to poor decision-making. Working with a diverse team, however, will lead to better decision-making and ensures your people are a true reflection of the diversity of your customer base and our society.

Our research has shown that deliberately diversifying people within a group leads to diversity of thought. That's why all of our career management and talent development programmes are built on a solid foundation of success through consideration and inclusion, which includes greater equality in the workplace.

Implementing diversity of thought helps:

• Produce unique ideas that help you stand out from your competitors

• Attract the best talent who seek ethical, collaborative employers

• Position your company to thrive in a global community

• Build a modern business fit for today’s social objectives

Encourage critical thinking

Character drives judgement. Judgement drives decisions. Decisions drive business. It is therefore imperative that the character of your business aligns with your vision, purpose, and values, as this will inform how your people behave, think, and act.

Having a clear set of criteria will help your teams ask the right questions to take the appropriate decisions at the appropriate times. Over time, their experiences of this culture will help them instinctively know what is the right thing to do.

Promote strong inclusive leadership

You may know from experience the importance of a supportive role model, mentor, or coach. Having someone to guide your employees on their career journey can have a huge impact on their thinking, behaviour, and goals.

Leadership schemes, such as our ACCELERATE and ' You as a Leader ' programmes, will help rising stars within your business to gain the confidence, motivation, and resilience to take responsibility for their career and become strong, inclusive and considerate future leaders.

This is particularly important in our modern age of remote working, where effective leaders can help inspire, motivate, and unite teams in what can be a challenging virtual environment.

The best investment you can make

Having worked with many leading companies, we know that businesses who invest in their people see a return on their investment.

"A combination of the great content and the safe but challenging environment has made it one of our most impactful programmes, with 100% of our delegates reporting this will make a difference to both them personally and to the business." Mary Pender, Standard Life Aberdeen

To find out more about how we can create real beneficial change within your business get in touch .

How to start the year with a bang (to your career)

Tue, 02 Feb 2021 09:55:42 GMT

If there's one thing that 2020 taught us it's that life can be unpredictable. Yet one thing we can predict about that unpredictability is that it will lead to new opportunities. If you're keen to put yourself in the best possible position to excel in your career in 2021, we're here to help. Read on to discover our top tips to help you upskill, adapt to whatever life throws your way, and achieve your career goals.

Diversify

The problem with surrounding yourself with similar people from similar backgrounds is that your collective output is likely to be, well, similar. A work environment that is effectively an echo chamber is free from challenges, which limits the opportunity for growth.

Choosing to work with a diverse team leads to a diversity of thought, which results in better decision-making. Working alongside a diverse range of people (be it race, gender, age, or physical and mental health) leads to a more collaborative, resilient approach that will broaden your mindset and leave you better placed to thrive.

Think critically

Your character is made up of millions of experiences and references logged away in your conscious and subconscious memory? Every time you're faced with a decision, these memories come into play to help drive your judgement.

When it comes to making business decisions, the key is to ensure you have clearly defined the ‘desired outcome’. Then take time to ensure the ‘desired outcome’ is aligned to the shared 'organisational character' rather than your individual character. The organisational character is formed from your company's vision, purpose, and values. These provide the foundation for thinking critically, making appropriate decisions, and driving progress.

Want to know more about effective decision-making? Check out our practical guide here .

Focus on inclusive leadership

Ask any successful person what helped them achieve their goals and they'll mention a mentor or role model who guided them on their journey.

Whether it's someone within your firm or a long-distance source of inspiration, choosing a mentor figure can positively impact your professional mindset and behaviour. Alternatively, this could be the year to position yourself as a mentor within your company and help junior colleagues to become the best versions of themselves.

Whether you are the mentor or mentee, focusing on positive inclusive leadership is a source of motivation and inspiration that will help build confidence, boost resilience, and empower you to take responsibility for your career.

Invest in yourself

We know from experience that when it comes to career success the most important asset is you. Choosing to focus on investing in your skill set will help improve your outlook at all levels. You can find out more about our upskilling services, which includes a Critical Thinking Series and Leadership programme, here .

"The tools and techniques were incredibly useful, I can’t believe the way I was operating prior to this programme. I now feel fully empowered.” ABSTRACT Delegate

We've worked with some of the largest FTSE 100 companies to create real beneficial change for their people. We'd love to work with you too.

You can find out how we can partner with you or your company here through our ACCELERATE programme here .

Do you define yourself by your flaws?

Wed, 27 Jan 2021 10:44:37 GMT

I normally spend Christmas in places like Tanzania, Zambia or Nepal, volunteering with Shona: The Survival Kit for Girls (For clarity, the charity isn’t named after me, but the sister of the founder.). We visit schools, orphanages and community groups to spread a message of personal validation, and give young girls the tools they need to overcome challenging circumstances. It’s intense, often distressing, but always life affirming work.

One thing I’ve learned with Shona is that some messages are universal. They are just as relevant to a young girl in an orphanage, as they are to a delegate on an ABSTRACT course such as ACCELERATE.

You aren’t defined by your flaws

Have you ever made the wrong decision? Not been your best when it mattered? Overstretched yourself and failed?

Firstly, welcome to the club. There are a lot of members. You, me, and everyone else on earth.

And secondly, congratulations. Accepting that you have flaws, and are capable of mistakes, means you have the tools to be a strong leader.

Embracing your mistakes makes you authentic.
Acknowledging them allows you to adapt.
Accepting they are a part of you enables you to improve.

Whether you live in an orphanage in India, or are an executive in a FTSE 100 company, the message is the same: If you can be yourself, that is enough. Nobody is perfect.

In fact, if you can’t be yourself, which is what you’re doing if you don’t acknowledge your flaws, then you will never feel good enough.

You – and your team – are defined by how you accept your flaws

As a leader, owning up to your mistakes when they happen, and embracing your flaws, is the first step towards being authentic, transparent and open.

If you can lead by example, and show people that failure is an acceptable outcome, you will nurture a positive atmosphere that encourages personal growth, and pulls up those around you.

You will give your direct reports the courage and inspiration to take chances, and push to perform at their very best levels.

Not being able to accept your flaws will hold you back, build distance from others when you need trust and collaboration, and prevent you from gathering the skills you need.

In fact, not being able to accept you have flaws is probably the biggest flaw you can have.

Shona Marshall has been an Associate Consultant for ABSTRACT since 2018. She is also a Committee member for Mid Scotland CIPD Branch and Head of International Impact for The Shona Project, a social enterprise which focuses on girl empowerment and self-belief.

ABSTRACT’s vision is to make the corporate world a better and fairer place and our purpose is changing people’s lives. We do this through programmes that focus on Inclusive Leadership, career management for underrepresented groups and encouraging our clients to build modern businesses, fit for today’s social objectives.

Growth or Disorder? The Paradox of Adversity, Stress and Trauma

Fri, 22 Jan 2021 15:23:05 GMT

The first words we often hear in news stories about extreme adversity or traumatic events are ‘Post-Traumatic Stress Disorder’. PTSD is a psychological disorder for someone who is experiencing reoccurring high anxiety from a previous distressing event. By contrast, how often do news stories mention ‘Post-Traumatic Growth’? This is where people experience positive psychological changes in coming to terms with highly stressful and challenging life events.

You may recognise ABSTRACT partner, John Peters. He has every right to be listed in the former category but conforms to the later. Indeed, he holds an intuitive resonance with Nietzsche’s famous claim, “That which doesn’t kill me makes me stronger”.

This year marks the 30th Anniversary of Operation Desert Storm, the military operation to drive Saddam Hussein's Iraqi forces from Kuwait. On John's first mission, aged 29, he flew an ultra-low level daylight aerial bombing mission on Ar Rumaylah Southwest Air Base. Unfortunately, his Panavia Tornado GR.1 of XV Squadron was hit at just fifty feet by a shoulder-launched SAM SA-14 missile.

After capture John experienced physical and psychological brutality. He came to the world’s attention in January 1991, when his bruised and battered face flashed onto television screens around the world as a prisoner of war.

" We all have dark days. My darkest days were in 1991; I was a Tornado pilot shot down and captured and held as a POW for 7 weeks. I know what it is like to be isolated, vulnerable, and alone. It is a sad reality of modern life: there is an anxiety epidemic, not necessarily in numbers but how we cope given the increasing isolation and individualisation of society. And now with Covid-19, we are living in our own cells. "

How did John cope with uncertainty, uphold mental wellbeing, and grit it out? How do you deal with the unexpected and manage the pressure? And how do you deal with uncertainty, move forward and adapt to life challenges?

“ At the extreme, you discover your own humanity. There is a tranquillity and honesty in reflection. Calmly you accept where you are, accept your weaknesses, and it is in that moment you truly understand yourself. Then you begin to win. No ‘should haves’ or ‘could haves’...you start to learn and adapt to the challenge. We all make mistakes, we are human, but you realise that your power rests in the speed at which you learn... ”

Confronting reality is vital to success. Balancing realism and optimism in a dire situation is paramount. This aligns with the Stockdale Paradox, named after the Vietnam POW, Admiral Stockdale, who described the ability to balance the brutal reality with enduring hope.

Extreme experiences can illicit extreme emotional responses to which we can ascribe false meaning. Over time, this can develop into trauma. Therefore, it's important to focus on learning from adversity rather than labelling. What is the key to unlock this learning? Forgiveness. Forgive yourself for weaknesses exposed or vulnerabilities experienced. Forgiveness frees you from the past, enabling you to learn in the present, releasing the ability to prepare and adapt to the future: from black box to white light.

David Nikolich, MD of ABSTRACT, furthers this suggesting that when things are clearly out of our control, we arrive at the mercy of others. However, most things, most of the time, are surprisingly within our control, to which we can apply unconscious or conscious choice. Unconscious choice is our automatic reaction to any given situation. Conscious choice requires a fixed way of thinking or attitude to decide. John has proven that by consciously choosing his preferred beneficial reactions, he has shaped and defined his personal growth.

John’s image became the spirit of hope for many people back home. At the end of the war, he was released and returned to the RAF for a further ten years. John, being the modest soul that he is, said that he found it difficult to live up to the heroic image the public had of him. Those who have had the pleasure of getting to know John would describe him as a 'True British Gent and a Quiet Hero'!

Making a difference: The importance of team development in the third sector

Fri, 22 Jan 2021 14:54:53 GMT

Did you know that there are nearly 560,000 homeless people in the United States (1)?

Of those, around two-thirds are sheltered but nearly 200,000 aren't. On a single night, 0.2% of the US population - or 17 people per 10,000 - is homeless.

Thankfully, Inspirica, one of the largest providers of services to the homeless in Connecticut, is on a mission to "break the cycle of homelessness by helping people achieve - and maintain - permanent housing and stability in their lives."

It's hard for many of us to imagine the distress, anxiety, and complete dread of being homeless. Yet that is the daily reality for many of Inspirica's customers, many of who are also coping with physical and/or mental impediment.

We were introduced to Inspirica's invaluable work by ABSTRACT's US East Coast Associate, Axelle Roosen. Naturally, we were delighted when Inspirica's CEO, Denise Williams, asked for our help to grow the effectiveness of her people stating, "Our next challenge is ongoing enlightenment, using a common language and demonstrating inclusive thinking".

Although we work in different industries, we could relate to the synergies of our corporate goals - making a difference in people's lives.

This month, we begin work on two concepts together - Creating Powerful & Fearless Teams and Diversity of Thought and Respect For Others. Although we've been asked to help Inspirica, my sense is that we will learn just as much - if not more - from them as they do from us.

In short, Inspirica are inspirational. Find out more at https://www.inspiricact.org

References

(1) Whitehouse.gov

So what’s happening with the Gender Pay Gap?

Tue, 19 Jan 2021 15:21:28 GMT

Gender Pay Gap Reporting in the UK was suspended last year due to Covid-19 but is looming on the Corporate HR Agenda with UK Companies required to report by 4 April (1).

However, this will be calculated for data from 5 April last year so will not fully represent the impact of the pandemic which many business and social commentators think has disproportionately affected women at work more than men, partly because of the greater impact of childcare and home schooling on working mothers (2).

Also, the BLM movement has moved the inequality debate into the business world and put the under representation of people of colour at senior level onto the corporate agenda. We had seen some evidence of an increased focus on this before the events of last summer but it is now a much greater priority for many corporates.

New UK legislation

A new UK Bill started its passage through parliament in October 2020, with cross party support. The EPIC (Equal Pay Information and Claims) Bill seeks to increase transparency of equal pay and widen the obligations of companies through the expansion of gender pay gap reporting and the introduction of ethnicity pay reporting (3 & 4). Since gender pay gap reporting was introduced in 2017, there have been growing calls for a similar legislative regime to address the ethnicity pay gap although it is more emotive, nuanced and complex, with greater barriers around data collection.

Legislation would not be necessary in an ideal world but we firmly believe that Gender Pay Gap Reporting, along with other worthy initiatives, has increased corporate transparency, accountability and positive action by large companies and organisations. Acknowledging the problem alone does not bring about change though, it is about what organisations will actually do as a result.

While the gender pay gap in most organisations has improved in recent years and there are a number of influencing factors, the disparity in many companies is mainly influenced by the relatively lower number of women in more senior roles.

At ABSTRACT, we work with clients in the UK, Ireland and internationally. Ireland has not yet implemented gender pay legislation but well organised government supported initiatives like Balance For Better Business plus the good work of organisations like 30% Club Ireland (5&6) have significantly increased the focus and rallied corporate intent. In other countries where we work, change can feel slower and is being driven by society and corporate choice rather than government intervention.

So how can we help?

At ABSTRACT, we have been focused on this topic since 2013, when we conducted research with the Financial Times on the topic of Women in Business. This resulted in our ACCELERATE Programme, which continues to primarily support the career development of women.

Indeed, we believe that we can contribute to continuing progress best, directly through our work with our clients and our delegates. It’s increasingly clear that divergence of career opportunity happens early in careers and the more recent introduction of our AMBITION Programme focuses on those early on in their careers and first time managers.

While these programmes focus on developing career navigational skills and providing tools to participants, there is also an increasing spotlight on delegate selection for our learning and development programmes, ensuring there is good representation of women and under represented groups.

More widely, we are focusing on creating inclusive leaders who are strong and considerate and supporting the diversity of thought and respect for others through our critical thinking, leadership and managerial programmes. Helping to build modern businesses fit for today’s social objectives.

What’s next?

In 2021, our team shall continue to speak regularly at events and expert forums on this topic. Our NED, Sue Liburd MBE, has a special interest in assisting under-represented groups to achieve success - and is a recognised voice in the promotion of the importance and understanding of equality as a driver for business success. The men in our team are strong male allies and we believe men have a big part to play in supporting positive change.

In some ways it feels like we have come a long way since ABSTRACT first became focused on the topic of diversity and inclusion. But it’s also clear that there is still a long way to go. In 2021 and beyond, ABSTRACT will continue to fully participate and advocate for making the corporate world a better and fairer place.

References

(1) Gov.uk Gender Pay Gap Reporting https://www.gov.uk/government/collections/gender-pay-gap-reporting

(2) Covid has 'devastating' impact on gender equality https://www.bbc.co.uk/news/business-55002687

(3) MPs call for wider gender pay gap reporting https://www.bbc.co.uk/news/uk-politics-54570593

(4) Equal Pay (Information and Claims) Bill 2019-21 https://services.parliament.uk/bills/2019-21/equalpayinformationandclaims.html

(5) Balance for Better Business https://www.betterbalance.ie

(6) 30% Club Ireland https://30percentclub.org/about/chapters/ireland

How often should you learn new skills to stay on top of your craft?

Mon, 11 Jan 2021 13:33:56 GMT

According to former First Lady, Michelle Obama; “The ability to read, write and analyse; the confidence to stand up and demand justice and equality - all of that starts with education." (1)

Tough and ambitious, Michelle Obama attended Harvard Law School, one of the most prestigious law schools in the US. Before becoming the First Lady of the USA, she was a top leader in various capacities in her career, constantly raising the bar.

Michelle Obama understood, early on, that continuous learning and development is essential to our existence.

Always be Learning

Obama isn't the only one with a thirst for continuous learning. Some of the most successful people in business have a lifelong desire for expanding their knowledge and learning new skills. The key is to view learning as an ongoing investment, which is why we're advocates for Always Be Learning (ABL).

Research suggests that Millennials have the ABL gene, with 87% saying professional development or career growth opportunities are very important to them in a job (2). Although it was once believed we lost our capacity to learn after adolescence, studies show we have the capacity to continue learning throughout adulthood, so the good news is age is no barrier to learning new skills (3).

Now we know everybody has the capacity to always be learning, let's look at some of the benefits of expanding your knowledge.

The benefits of continuous learning

In our ever-changing world, it's never been more important for employees and businesses to be able to adapt to whatever life throws at them.

Keeping up-to-date with the latest tools and knowledge will help you and your business stay relevant, ensure you're one step ahead of your competitors, and lead to business success.

Job security: Having an arsenal of skills and knowledge puts employees in a strong position for promotions, raises, and future growth
New perspectives: New skills and knowledge lead to creative and innovative solutions as and when changing environments require a new approach
Flexible business model: A culture of learning makes it easier for a business to adapt to unexpected changes with new processes

As Michelle Obama once said, “Through my education, I didn't just develop skills, I didn't just develop the ability to learn, but I developed confidence.”

A business that commits to unlocking employee potential with a culture of professional development is a business that is better equipped to adapt and thrive in the future.

Interested in continuous learning?

If you're keen to introduce an 'Always be Learning' culture in your business, we can provide engaging education, proven frameworks, and toolkits for success.

As people development specialists, we have an enviable track record of improving business through people. In fact, 98% of delegates have rated the content and delivery of our Learning & Development programmes as ‘excellent’ or 'good'.

Get in touch to find out why.

References

(1) https://www.legit.ng/1317329-25-michelle-obama-quotes-education-feminism-leadership.html

(2) https://www.gallup.com/cliftonstrengths/en/253808/cliftonstrengths-for-organizations.aspx? utm_source=gbj&utm_medium=copy&utm_campaign=20160511-gbj

(3) https://www.theguardian.com/science/2018/apr/05/humans-produce-new-brain-cells-throughout-their-lives-say-researchers

Psychological Safety in the Workplace: A Leadership Consideration

Tue, 05 Jan 2021 14:53:55 GMT

Recent social movements such as #MeToo , #BlackLivesMatter or #TimesUp highlight the need for organisations to pay closer attention to their workplace cultures. An organisation’s culture thrives in both the spoken and unspoken norms and rhythms of organisational life. The culture reflects the real, as opposed to espoused mission, values and moral compass. It creates the environment that determines whether employees feel comfortable and safe to express their views or opinions.

Psychological safety is defined as being a shared belief that a team environment is safe for interpersonal risk taking. When experienced an employee feels empowered to speak up and voice their opinion about habitual non-productive behaviours, raise concerns about proposed new initiatives and uncomfortable management or policy decisions. They feel comfortable expressing their deepest thoughts and values, challenging the status quo, asking for help, feedback or further information, in the belief that they will not be negatively impacted personally or professionally. They take action safe in the knowledge that their actions will contribute to improvements in the quality of workplace operations.

Often referred to as ‘voice behaviours’, this type of workplace behaviour has been shown in organisational behavioural studies, to be essential in helping organisations to learn, grow, transform and evolve. Voice behaviours are effective levers and measures in organisational change, creating environments which are not confined to habitual, risky or outdated behaviours or methods of operating. They generate environments where continuous learning takes place, and the active sharing of new ideas can occur bringing about greater creativity and innovation.

“Silence – when voice was possible – rarely announces itself! The moment passes,

and no one is the wiser except the person who held back.”

Amy Edmondson.

It is part of the human condition to protect ourselves and, in psychologically unsafe environments where people fear they may be considered ignorant, incompetent, disruptive or disagreeable, they may opt for the quick personal win of silence.

A psychologically safe workplace does not mean non pressured or overly friendly, saccharine and sugar-coated work environments. It does not mean that errors or inappropriate behaviour will not be called out. Often high performing, psychologically safe groups appear to make more mistakes – they don’t – they just report more and learn. Psychological safety makes it possible for people to believe that the benefits of speaking up or asking for help outweighs the costs. They are environments where meaningful and often robust discussion among team members can occur. The types of discussion that enables the early detection of challenges, problems and achievements to be explored without individuals retreating into personal self-protection, obfuscation or defending language and behaviours. Empowered, psychologically safe employees look for opportunities to learn and create positive impacts in their work and that of the team.

The behaviour of managers and team leaders who have responsibility for effective team performance has a direct impact on the perceptions of psychological safety at work. If a manager perceives the team has a psychologically safe environment but team members believe otherwise, team effectiveness and performance suffer. However, if managers consistently treat their team members with dignity and respect throughout everyday interactions, they signal it is safe for team members to use voice behaviours.

Often referred to as the Athena Leadership Values, deriving from the work of John Gerzema and Michael D’Antonio and their global research study sample of sixty four thousand respondents, it is the being human management behaviours that sit at the heart of successful psychologically safe and inclusive workplaces. These important management behaviours include: being humble, patient and inclusive, adapting when circumstances change, consistently demonstrating candour, empathy and openness, building connectivity and collaborations. As Ed Schein, Professor of organisational psychology and management so succinctly summarises - “here and now humility” is what matters most.

Leadership that is strong and considerate, not strong and ruthless is now an essential requisite for an empowered inclusive, psychologically safe workplace culture. This blog post may be easy to read, but it is hard to demonstrate regularly and consistently in practice. As recent social movements have indicated, we don't really have a choice; to achieve leadership and team success, it’s time for us all to upgrade our leadership thinking and behaviour and to do so will need us to be courageous.

About the authors

Mark Fryer is our Commercial Director and Sue Liburd MBE DL is a Non Executive Director of ABSTRACT and Managing Director of Sage Blue. She is an award-winning businesswoman, human capital innovation consultant and business mentor. Sue won the Champion of Inclusion Award at the 2019 Inclusive Companies Awards and she is a recognised voice in the promotion of the importance and understanding of equality as a driver for business success.

2020: What a year!

Thu, 17 Dec 2020 08:43:37 GMT

It's been a year like no other but, beneath the bedlam, a lot has been learnt and a great deal of progress has been made. Take a look at my end-of-year round up and Christmas message, enjoy a well-earned break over the festive period and let's come back to better in 2021.

From all of us at ABSTRACT, a very merry Christmas to you all.

Achieving positive social change through entrepreneurial ventures

Thu, 10 Dec 2020 13:38:22 GMT

Social entrepreneurship is recognising social problems and achieving positive social change through entrepreneurial principles, processes, and operations.

Entrepreneurs used to be those who had an idea, started a company, and made money. They wrote a business plan, circulated the document to a bank, and worked tirelessly to scale their company and drive profits for themselves and their investors. But today, Entrepreneurs have different motivations for starting a business just as consumers have different motivations to buy.

It’s like moving the concept from the commercial incentive to ‘buy one and get one free’, to the social incentive to ‘buy one and give one to someone else’!

But it’s not just about start-up businesses

Existing businesses, including the more traditional powerhouse Company’s need to socially adapt if they are to survive and indeed thrive. They need to adopt and promote ideals such as all packaging made from 100% recycled materials, or all produce is locally sourced, or we are a carbon negative end-to-end operation.

These things are becoming increasingly important to consumers all around the world

Businesses must listen to what customers want and act accordingly. Investment Management Companies are consistently developing ESG (Environmental, Social and Governance) funds to offer their clients. These are funds that let the client invest in line with their values and beliefs. The popularity of these funds has been exponential; therefore, the returns have been growing year on year, creating a favourable win/win scenario.

Our vision here at ABSTRACT is to make the corporate world a better and fairer place to work in. As such we are working with several well-known brands to create sustainable transformational change, turning the archetypal command and control pyramid upside down and empowering the right people to operate with the right behaviours, while creating the right environment for others to operate within themselves.

Our purpose is to change peoples’ lives

For the last ten years, we have been working with talented people to change the gender and diversity balance at mid-to-senior levels within large Companies and huge Corporations. So far, we have changed the lives of thousands of individuals across three continents and are really proud to continue to do so. For every delegate that attends our ACCELERATE career management development programme, we make a philanthropic donation to the charity CARE to support entrepreneurial women in third world Countries.

As you would expect, we have also been working hard to ensure that our own business has an acceptable gender and diversity balance and that we have an equal pay policy for everyone aligned to each role within the Company.

At your next committee or board meeting, ask yourselves this question; What are we doing or what could we do more of, to become a better business through social entrepreneurship?

A charitable end to the year with Spifox

Fri, 04 Dec 2020 17:19:35 GMT

With the cancellation of fundraising events coupled with the closure of charity shops thanks to Covid-19, it comes as no surprise that charities have been hit hard.

One of the many charities that has felt the effects of this year’s events (or non-events as the case may be!) is Spifox - Scottish Property Industry Festival of Xmas

Spifox was first launched in 1983, to raise funds for disadvantaged children and young people in Scotland.

ABSTRACT is proud to support such a worthwhile cause especially as our CEO, Andy Nicol, has hosted the Spifox Xmas Lunch in Edinburgh for over a decade- sporting a range of outrageous fancy dress outfits over the years.

The lunch is the largest charity lunch in Scotland with several companies using it as their work Christmas party. On 18th December Spifox would normally be looking forward to welcoming 1600 people from across the property and construction industry in Scotland for entertainment, fundraising, and festive cheer at the EICC.

Sadly, this year there cannot be such event. No work colleagues merrily sipping on the fizz and not a Christmas cracker in sight.

But fear not! Spifox has an ingenious plan - The 12 Spifox days of Christmas - starting from on 3rd December and running to the 18th, which would have been the day of the event.

During this time, each working day, Spifox will release a short video via the Spifox Group on LinkedIn and their YouTube channel. Viewers can donate via the Spifox website and in return will be sent a heart-shaped badge as a special thank you.

In addition to this, Spifox is hosting an online auction. Details can be found on their website.

Spifox need our help more than ever, this year, so please show your support by donating or simply sharing their social media posts and videos to raise awareness for this excellent cause. We have donated what we would normally have spent on our table for the event but there are many ways to get involved.

To keep up to date with all that Spifox does please connect with them on LinkedIn or visit the website.

Strengthen your organisation's diversity and inclusion with AMBITION

Mon, 30 Nov 2020 11:12:22 GMT

Strengthening the diversity and inclusiveness of your business isn’t just about sending out a positive message, it’s also a potent way to unlock profound long-term benefits for your business and your people.

Whether the focus is on developing your female team members, other underrepresented groups or mixed group within your business, our AMBITION programme will be tailored to your specific organisational goals and needs.

This stand-alone programme is designed with your early to mid career talent in mind, and aims to do what our award winning ACCELERATE programme does for this group. In fact, the confidence, resilience, and career empowerment your delegates develop during their AMBITION journey will set them on a trajectory towards ACCELERATE calibre career goals.

From role modelling to building a personal brand, it’s about creating a fresh and bold outlook for your delegates, which will ultimately influence and expand the fortunes of your organisation.

Create strong networks within your business

To get the most out of the AMBITION programme, we encourage sponsors to blend delegates from throughout their business. Why? It’s about creating strong networks of peers throughout your business. Not only to support each other, but to give your organisation new life, generate greater collaboration between departments, and provide cohesion and stability for your business.

Upskilling and empowerment where it’s needed most

How will your boardroom look in the years and decades to come? Our coaches will upskill your AMBITION delegates with new behaviours, an understanding of their own value, and a drive to bring their careers to the level their capabilities deserve.

Your business will benefit for years to come from a core of engaged, ambitious and upskilled early to mid-level talent that will raise their game, while raising your fortunes as they progress.

Bespoke to fit your organisational needs

Modules take place over several sessions throughout a two-month period, scheduled to fit around your workload. Our engaging coaches will take your delegates through a number of key topics, such as building confidence & clarity, developing a personal brand, and realisation & self-determination.

To get the most out of each topic, we embed your organisational values and desired behaviours into our content, and our coaches use them to frame insights and lessons. During the final ‘problem to solve’ presentation, your execs will see first-hand the growth and evolution your AMBITION cohort have achieved during their time with our coaches.

Delivered to suit your business needs

As with all our programmes, AMBITION can be deployed via face to face delivery, or through our virtual approach. Our virtual delivery content has received strong feedback since it became our primary method during lockdown, and that means it will remain an option far beyond the relaxing of social distancing measures.

AMBITION is life changing for many delegates

After seeing the positive effects of this programme on his staff, the MD at a leading financial services company said:

“It may seem like an overstatement, but I have witnessed first-hand over the last three years how the connection with ABSTRACT has been life-changing for so many of our women.”

We’re proud that AMBITION has had such a profound effect on the career trajectory of so many underrepresented sections in the business community. And by investing in their upskilling and development, you can benefit from the diversity in your talent pool, too.

Get in touch to find out more info@abstract.co.uk.

Imposter Syndrome: What you need to know

Mon, 23 Nov 2020 08:33:42 GMT

Behind the faces and in the recesses of the minds of many successful people lurks a pervasive condition. It’s called the imposter syndrome. It doesn't discriminate and is experienced in all walks of professional life. Although prevalent in all genders and across all industry and educational sectors, and in all types of workplace settings, it has been found to be more prevalent in high achievers, women and people from under-represented racial, ethnic and religious minority groups. If left unchecked it can lead to a wide range of psycho-neuro-biological conditions such as stress, anxiety, and depression. If not addressed in certain environments it has the ability to escalate into more serious mental health disorders.

The imposter syndrome is a psychological state, where people express self-doubt about their abilities, skills and accomplishments, despite factual evidence to the contrary or other people indicating otherwise. Emergent studies led by Mona Leonhardt, Myriam Bechtoldt and Sonja Rohrmann suggest there are at least two types of imposter syndrome: true imposters and strategic syndromal imposters.

Strategic syndromal imposters (strategic imposters) are those people who actively engage in impression management. These are people who downplay their abilities in order to positively influence the image or perception of how others regard them. This behaviour, which may be conscious or unconscious, has been learnt in formative years in order to convey modesty. Strategic imposter syndrome surfaces in situations where difficulty or potential failure is judged to be a probable outcome. Colleagues or associates are therefore more likely to react more positively than they would if the individual had boasted about or overly presented their abilities.

True imposters are those who typically attribute their success to a range of external factors such as hard work or the good fortune of being in the right place at the right time. They suffer from a persistent fear of being exposed as a fraud; believing they have fooled their peers into overestimating their abilities and professional competence and at any moment they will be found out. They will reject compliments or recognition for their efforts and rubbish the importance of any positive evaluations of their achievements, considering them as being undeserved. Factors such as appreciation, power and status, which are linked to their success, do not increase confidence in their own capabilities. To the contrary, they trigger fears of failure.

Historically, it was presumed that people experiencing the true impostor phenomenon were fearful of being overrated because they viewed themselves as less competent than others. Studies have shown it is not a comparison with others that drives the phenomenon it is an internal negative faulty belief that is activated in particular situations. Its origins are conceived in childhood. Imposter syndrome if left unaddressed grows in intensity and can lead to reduced workplace performance, procrastination, limiting or poor career choices or outcomes as well as unfulfilled potential.

The imposter syndromes are not false modesty and ought to be taken seriously. To address it, organisations need to recognise and increase the visibility of the problem and provide access to supportive organisational initiatives. These include one to one peer coaching and mentoring, as well as access to bespoke development programmes. All internal and external mentors and coaches should be taught to recognise the syndrome and its impact on performance and its potential negative consequences.

Guidance for individuals who find themselves subject to the imposter syndrome is to: firstly, notice and recognise when the voice of their internal harshest doubter and critic emerges, and secondly practice a series of fear resetting interventions. These interventions interrupt and interfere with the faulty thinking process enabling the individual to see the world in a more constructive, realistic or positive way.

In the book Believe Me, by Eddie Izzard, commentator, comedian (pronouns used are he or she), he describes a strategy he adopted to help him tackle his fears and imposter syndrome when it occurred throughout his career:

“I sat on the bed and came up with a plan for myself: I have to go to the Edinburgh Fringe. But I don't have the confidence. So, I will just act as if I do have the confidence to go to the Edinburgh Fringe. I'll just borrow confidence from a future version of myself. Once I've been to the Edinburgh Fringe and performed a show there, then I will have the confidence to go to the Edinburgh Fringe. I will go to the bank manager of confidence, in some part of my brain, and I will borrow that confidence from the future, and then I can wear it like a cloak, and I will talk to everyone with this confidence. It was out there as a concept, but it worked.”

Imposter syndrome doesn't have to hold anyone back. Once recognised, it can be managed and more importantly can be channelled to be a more supportive response and deliver better personal and professional desires and outcomes. The research evidence demonstrates this and so does the overwhelming feedback we’ve received from men and women.

Tackling Imposter Syndrome is a topic covered as part of the Building Superior Confidence Module of our ACCELERATE Programme. If you are interested in gaining further insights into imposter syndrome, join our webinar on March 2nd 2022.

For more information get in touch!

Sue Liburd MBE DL is a Non Executive Director of ABSTRACT and Managing Director of Sage Blue. She is an award-winning businesswoman, human capital innovation consultant and business mentor. Sue won IOD Director of The Year 2022 for Equality, Diversity and Inclusion, showcasing leaders and executives who are leading by example and driving change in the workplace.

David Nikolich Highly Commended at IOD Awards for Equality, Diversity, and Inclusion

Wed, 18 Nov 2020 13:28:28 GMT

Our MD, David Nikolich, has been Highly Commended at the IoD Director of the Year Awards 2020 in the Yorkshire & North East region, where he lives. David was Highly Commended for his commitment and dedication to Equality, Diversity, and Inclusion in the workplace.

David founded ABSTRACT in 2007, and has a wealth of knowledge and experience, leading and driving businesses - ensuring that they have the right people, exuding the right behaviours and within the right environment - in order to deliver the business’s goals and objectives.

Key to his success and the results he achieves time and time again for our clients, is David’s understanding of human potential. His ability to teach people to unlock their inherent ability, so they can deliver top results at the highest levels, is truly remarkable.

David said of the recognition: “I am delighted to be Highly Commended and personally recognised in this important category. I am very proud of the contribution the ABSTRACT team and I have made towards making the corporate world a better and fairer place, changing the lives and careers of our many programme delegates by influencing and embedding behavioural change throughout."

We’re delighted the IoD have seen David’s skills and commitment as cause for celebration.

For the full details of the nominations, please visit the IoD website.

The Challenges of Lockdown 2 for your team

Tue, 17 Nov 2020 09:35:52 GMT

There is no denying global mental health issues rose considerably under the last lockdown - and the shortened daylight and inclement weather will surely bring on the winter blues this time around. As an employer it is important not to forget about your unseen workforce. In fact, there’s a real opportunity to give them the tools they need to really excel under these circumstances.

The right tools for the job:

Many experience problems with the day to day of working from home - things that are usually taken for granted in the office such as WiFi bandwidth, reliable hardware, access to a printer, comfortable chairs and suitable lighting. A lack of access to shared files and applications also leads to frustration. These problems can all lead to working from home being a pretty miserable experience.

Take a look at the tools your people have at their disposal, sun lamps, regular social catch ups and ensuring they make time for fresh air and exercise can help to turn dark and depressing into comfortable and productive.

Take the time to speak to your team about their requirements and concerns and perhaps consider professional support.

We offer a series of webinars that has helped many teams to communicate effectively, act with confidence and build their resilience during the last lockdown.

Healthy habits

Social interaction is good for the soul and even with restrictions in place it is important to take time out to socialise face to face (whilst adhering to all the latest guidance and regulations of course).

Anything that encourages your team to take some exercise – though not as easy or appealing in winter months - is also a positive move. Encouraging movement and fresh air as part of a daily routine has many mental and physical health benefits and provides vital vitamin D which helps people to stay energised.

The restrictions and worries that our first winter with Covid19 brings are not to be dismissed. There are real practical actions that we can take to make things easier on our people, to train ourselves to be able to take this new world in our stride.

We offer virtual training, tailored to your business needs, that can prepare your people through their own personal toolkit of great resilience, confidence and communication that will help them to emerge in Spring relatively unscathed by the winter months.

Give us a call to talk through your requirements, your people and your customers will thank you for looking after their best interests.

Tackling diversity in the workplace: Podcast guests Sue Liburd MBE and Andy Nicol

Tue, 10 Nov 2020 14:32:45 GMT

In the second of their series of special interview episodes, MHA Larking Gowen’s Impromptu Business Chat podcast lifts the lid on the important topic of diversity in the workplace to discuss what business leaders can do to tackle this pertinent issue.

Our very own Sue Liburd MBE and Andy Nicol were the special guests for this podcast. They talked through the importance, for business leaders, of the key elements of inclusive leadership and how to ensure diversity in the workplace.

Listen to the Podcast here

Are your L&D Solutions Missing The HD Factor?

Mon, 09 Nov 2020 10:04:37 GMT

The year of lockdown has accelerated change across the board. In the L&D industry it has pushed the focus on “digital” learning to the forefront of a lot of people’s minds.

There is an overwhelming array of apps and platforms out there offering online learning - and many of them are really impressive. Like anything out there some content is really truly amazing - and some is pretty shoddy - but even the best content won’t create the desired lasting improvements without excellent delivery.

I’ve benefited considerably during my corporate life from some great L&D programmes and when I think back there were elements critical to its success in creating behavioural change within me - great content, great facilities (platform in today’s language) and a great facilitator.

It was the latter that made the most difference to me and we see this is in our course feedback from delegates too! The ability of the facilitator to build a relationship with the delegate is critical. In my experience a great facilitator would have the ability to transfer the knowledge, challenge me to do something different, support me when I was struggling, laugh with me (cause “you don’t always have to be serious to fix serious problems” - thanks to GOOGLE for that one), advise me, encourage me, correct me, steer me, empathise with me, sympathise with me and celebrate with me. Online courses are great to reinforce a message and impart information, but you need real human interaction, empathy and charisma to drive really beneficial, long-lasting change.

At ABSTRACT, like many of you reading this, we have worked harder since March. Some of us have even forgotten to take time off, as the boundaries between office and home become blurred. We have found it incredibly rewarding to accelerate our virtual delivery and the delegate feedback confirms that we’ve done a really good job to retain the personality and artistry of our delivery in a virtual context.

This artistry, character and flair is fundamental to all of us at ABSTRACT – it’s what sets us apart and enables us to deliver such staggering results for our clients. No machine can replace that, and whilst online learning is a handy tool, it’s not and never will be a full solution to effect business transformation through behavioural change.

Businesses that choose digital (DFactor) over human (HFactor) will merely serve to survive and those that combine H & D factor will thrive. The future is HD. We will continue to develop and upskill the leaders of today and tomorrow - by being us – people helping people to be the best they can be. We can do it over a video session or in a classroom setting but, with ABSTRACT, you’ll always have a human – filled with knowledge, character and flair – to ensure our delegates can really change their lives and the workplace for the better.

Get in touch if you would like to discuss this further.

Shortlisted for External Learning Solution of the Year for our work with 7IM

Fri, 06 Nov 2020 10:30:10 GMT

ABSTRACT is thrilled to be a finalist for the Learning Awards 2021, in partnership with 7IM, in the External Learning Solution of the Year category. The Learning Awards is widely regarded as the learning and development sector’s premier awards ceremony. So, this is very exciting.

This category is for learning providers who have undertaken a major learning and development project for a client that is innovative in concept, has produced demonstrable performance improvement and business impact as well as value for money.

Our thanks and congratulations to all at 7IM, who have been shortlisted jointly with us, particularly Kate Hughes, Chief People Officer and Anna Baker, Head of Strategy & Transformation. Following judging in November, the awards are due to take place on Thursday 18th February 2021 at The London Hilton, Park Lane (subject to Covid restrictions). Wish us luck!

Meeting challenging times with AMBITION

Tue, 03 Nov 2020 12:41:08 GMT

Whether remote working has been standard practice in your business for years, or you found yourself making sudden adjustments when lockdown struck, it looks like the remote working trend is here to stay. And while working from home offers many benefits to employers and employees alike, it does present challenges.

For instance, how do you ensure your key players remain motivated and engaged with your company vision and values? Will they still be able to create strong bonds with their peers? And now more than ever, how can your teams develop and retain the resilience and confidence required to level up their professional skills to meet their career aspirations?

A programme that breeds AMBITION

That’s where our AMBITION programme comes in. It’s a potent and pragmatic way to rally your emerging talent. They come away with the skills, confidence and stability they need to see them through these current challenges, and set them on course to attain future goals.

With three modules delivered over a couple of months, ABSTRACT’s coaching team deploys a mixture of learning techniques aimed at empowering your developing talent – pre-management level - with a deeper sense of personal responsibility, an understanding of management behaviours, and strengthened resolve to progress.

Connect your best players

When it comes to getting maximum return on your training investment, we highly recommend gathering a cohort of delegates from all corners of your business. Not only does this heighten the learning experience, it’s a great way to build bonds between your teams. And, of course, it strengthens those networks that may have been disrupted during the transition to remote working. This enables the personal resilience your delegates develop during the programme to be reflected in your business as a whole. It will provide you with a deeper sense of cohesion in your ranks that will open up opportunities for collaboration, support, and exceeding goals like never before.

Wherever you are, AMBITION can deliver

Wherever members of your team are based, be it the office, their kitchen tables, or spread throughout the country, our flexible approach to programme deployment can adapt to your needs. In fact, our virtual delivery programmes have proven a huge hit with clients, and feedback has shown this method to be the equal of our face to face delivery format – with all the charisma, interactivity and artistry that that entails.

And right now, it’s the optimal format for our clients to provide much needed motivation, inspiration and stability to their core talent during these challenging and uncertain times.

Is it time to give your rising stars the AMBITION they need to thrive? Get in touch today.

Two emerging L&D trends high-growth businesses follow to thrive during social distancing

Wed, 21 Oct 2020 14:53:22 GMT

Words and phrases like ‘resilience’, ‘wellbeing’ and ‘adapting to change’ have been thrown around offices and boardrooms for years, but they really got a run for their money in 2020. When ABSTRACT was deployed by our clients during worldwide lockdown, it was often these three things that employers were looking to focus on.

After all, ask any MD at a high-growth company, and they’ll tell you the same thing: No matter what challenges your business faces, being able to ‘grow from within’ and continually developing your team’s skills and talents is key to sustaining success.

However, a lot has changed since the start of lockdown in March, and as we emerge into an uncertain period of ‘new normal’ with the prospect of social distancing measures extending into 2021, the trend is beginning to shift from short term adjustment to longer term planning.

So, what are we seeing from business leaders when it comes to upskilling their staff for the post-pandemic era?

A renewed focus on developing strong and considerate leadership

With the advent of longer-term remote working practices, high-growth businesses are looking at how they can maintain their edge, and this means equipping their people as effective leaders, managers and team builders in a virtual environment. Skills such as critical thinking, an ability to make the right decisions at the right time, while displaying empathy, compassion, and supportiveness are all key to this.

How ABSTRACT can help develop your leaders:

Our ‘You as a Leader’ programme is designed to equip current and future leaders with modern leadership skills. It’s about creating strong and considerate leaders who can use strategy, compassion and coaching to inspire and motivate their teams.

Diversity and equality are firmly on the agenda

The BLM movement has inspired a lot of discussion about inclusive cultures in the workplace, the make-up of company boards and senior leadership teams. At the same time, businesses are trying to ensure progress on gender equality in the workplace is not negatively impacted by the pandemic although this may be an unintended consequence.

This goes hand in hand with the desire that many high-growth businesses have to embrace the potential that developing inclusive diverse thinking at a leadership level has for their future success.

How ABSTRACT can help you embed diversity and inclusion in your organisation:

Our ‘AMBITION’ and ‘ACCELERATE’ programmes are designed to develop people, from rising talent to aspiring board members, to build self-awareness and take personal responsibility and ownership of their career. If not you, who?

Learning and Development is a key investment for any high-growth business

While uncertainty about the impact of social distancing measures looks set to persist in the short term, we feel certain that those businesses that invest in their most important assets – their people – will see a return on their investment. This will come from improved skills, better retention, increased engagement and the desire and confidence of individuals to push further.

In the long term, being able to draw on a skilled, engaged, confident and resilient team, who are capable of making the right decisions under pressure, will improve your outlook at all levels. In these challenging times, that can make all the difference between floundering and thriving.

Contact us for a consultation today.

Preparing your people for 2021

Mon, 12 Oct 2020 09:54:03 GMT

One of the many painful lessons 2020 has taught us is that the future rarely unfolds like we’d want it to. In fact, it’s probably better to ditch the predictions at this point and assume 2021 is going to bring further surprises, tests of resilience, and of course new opportunities… for those in a position to reach for them.

The best way to prepare for those challenges is to invest in your strongest assets… your people. And by setting aside the time and resources to upskill your team, you’ll be in a stronger position to weather whatever storms appear on the horizon, and meet (not to mention exceed) your goals for 2021 and beyond.

Empowerment is the buzzword for 2021

At ABSTRACT, our learning and development programmes are tailored to the specific needs of our clients’ businesses, corporate objectives and departmental goals. Our focus is on creating individual and group behavioural transformation, and enabling the business to benefit from the full potential of its people.

And in the spirit of adaptability and resilience, our renowned face to face programmes are now being successfully delivered virtually with the same excellent feedback around interaction, engagement and learning outcomes. So, no matter what the pandemic brings, or where your team is based, we can provide the same high quality content and delivery to give your team the edge.

Plus, as our online programmes have proven themselves to be just as successful as our face to face format, both methods will be here to stay, long after social distancing has relaxed.

Create strong and considerate leaders who can motivate and inspire their teams

Our You As A Leader Programme is increasingly influencing the style and behaviours of business leaders worldwide. It isn’t about ripping up the playbook, but taking ten vital components of modern-day leadership, and using them to positively challenge your existing and future talent.

Your leaders will come away with an improved ability to deploy strategic thinking. Plus, they will gain strong team building and coaching skills that will improve your business at every level.

Time to transform your business into a high performing team?

Your people are most effective when fully engaged and clear on what is their responsibility and what they are accountable for. Our Critical Thinking Series is designed to help you unlock their full potential through a programme that challenges the way they behave, think and act at all levels.

It’s about establishing the right organisational character, one that aligns with your Vision, Purpose and Values. And for the individuals on this programme, it’s about developing the right skills to drive effective decision making, which will ultimately propel your business towards greater success.

This programme builds resilience for your business, and your people. And it’s highly regarded. Indeed, 92% of delegates rated content and delivery as excellent.

Upskill your managers to effectively coach their teams to high performance levels

Our You As A Manager Programme challenges your managerial talent to reset their beliefs and take on new tools. This will enable them to deliver brilliant 1:1s, appraisals and coaching sessions.

They will build on this with further skills to enhance their sensory acuity for the development and performance of their people. And it’s those heightened coaching skills that will deliver those boosts to productivity, job satisfaction and staff retention within your teams.

Leadership coaching that guarantees improved business results

Supporting your leaders to grow and become even more developmental and strategic is key to reaching your corporate goals during challenging times. From thinking clearly under pressure to creating effective executive strategy, our coaching programme is designed to draw out the best in your leaders.

And when we talk about guaranteed results, we’re serious. Because 100% of our Leadership Coaching clients have reported positive improvements to their business since completing the programme.

Looking to ACCELERATE your female talent?

Need to shift gender dials in your organisation? Want to create a wider gender-neutral leadership programme that opens your business up to a larger internal talent pool than ever before? Our AMBITION and ACCELERATE programmes are specifically aimed at advancing the talent at all levels of your organisation and is being delivered to both mixed gender and all female groups.

Past participants have reported a profound impact on their lives and careers. In fact, 64% of ACCELERATE delegates report being subsequently promoted into higher positions, or developing wider roles and responsibilities, within their existing role.

Don’t let 2021 catch you off guard. Make room in your budget for investing in your people. Speak to us today.

Making a difference to the Gender Pay Gap

Mon, 05 Oct 2020 12:15:45 GMT

Where are we with the Gender Pay Gap?

Gender pay gap reporting has been mandatory in the UK since 2017, for any organisation with 250 or more employees, but has been suspended for 2020 due to the Coronavirus outbreak. Under Gender Pay Gap legislation ordinarily employers must both:

Publish their gender pay gap data and a written statement on their public-facing website
Report their data to the UK government, using the gender pay gap reporting service.

The UK Government’s decision to suspend the gender pay gap deadline has allowed many organisations to delay publishing their 2019/20 data, while they focused on their response to Covid-19. Around half of in-scope organisations have reported anyway, particularly many larger employers.

A key method for closing the gap is to increase the number of women in senior roles. While there remains much to be done, it’s encouraging that the latest Hampton-Alexander Review Update in September 2020 showed that women now make up more than a third of overall UK FTSE 350 board members for the first time. Though, it’s far less impressive that more than 100 of the UK’s top companies have so far failed to meet the Review’s target of having 33% of women on their boards by the end of 2020.

So what actions are having the most impact?

A recently published study of the Gender Pay Gap reports of 100 of the biggest employers in the UK, by HR DataHub, looked to understand the impact that the introduction of various measures have had in reducing the Gender Pay Gap. One of the key findings of the study was:

“In terms of effectiveness, the measures focused on preparing women to be successful through development and subsequently providing the right opportunities appear to have the greatest impact on closing the gap”

Succession planning and creating the right opportunities was the No 1 measure. It also showed that Development Programmes are one of the top measures in companies who have shown the largest increase in the number of women in their top quartile of earners. Flexible working also continues to be a key contributor to reducing the gender pay gap.

Covid-19 has accelerated flexible working in many ways. However, it’s also been reported that the pandemic is having negative impact on women because of factors such as home schooling and childcare potentially resulting in a regression of the progress made in recent times. Companies must take care not to let the pandemic set back the corporate progress of recent years.

What about the ethnicity pay gap?

The Parker Review update earlier this year made for dismal reading, with FTSE 100 Boards making ‘slow progress’ on increasing ethnic diversity. The report emphasised that ‘minorities are still glued fast to the corporate floor, caught in the lower echelons of a leaky talent pipeline’.

Since then public support for the Black Lives Matter campaign has permeated through to the corporate agenda in a way not previously seen and is high on many Board and HR priority lists. It has also increased the call for mandatory Ethnicity Pay Gap reporting and legislation, with employers being encouraged to start collecting data in the hope that Ethnicity Pay Gap reporting will create greater transparency, accountability and equality, as it has helped to shift the dials for gender pay. Many companies have started - although ethnicity reporting is considered more complex, nuanced and sensitive - so it will be interesting to see if this develops in a similar way, with government drive and backing.

How can ABSTRACT help?

Since 2013, ABSTRACT has been helping companies with their plans to accelerate the number of women into leadership positions and, compared to then, most organisations now have evolved plans in place for supporting initiatives that will impact the Gender Pay Gap.

We can help in several ways:

Through ACCELERATE and AMBITION, our Career Management Development Programmes, that encourage participants to remove barriers and take control of their careers.
Through our Cultural Change, Leadership and Managerial Development Programmes, that focus on building a pipeline of strong, considerate and inclusive leaders.
Through Improving Diversity of Thought and Respect for Others, available as part of our webinar series or as a standalone module.

In 2020, we have seen a jump in interest in our programmes from FTSE350 companies and international clients. Due to Covid-19, our programmes are being delivered virtually, which is proving attractive to geographically spread organisations and employees working from home.

ABSTRACT’s CEO Andy Nicol says “We know that this time of year is when budgets are set for next year and that, this year especially, there may be difficult decisions to be made. However, the research is resounding and I would strongly urge business leaders and budget owners to invest in your people at this time”.

To find out more about how we can help get in touch.

Sources

HR DataHub

Alexander Hampton Review

Engage the leaders of tomorrow today with AMBITION

Fri, 02 Oct 2020 11:37:30 GMT

It’s one thing recognising the rising stars in your team, but how do you hold onto them? How do you ensure they are focussed on developing their careers within your organisation? Are they equipped with the skills necessary to raise their game?

It’s all about giving them AMBITION

Our AMBITION programme has been developed with early and early to mid-career talent in mind. It’s about gathering a cohort of your high calibre junior managers together, alongside anyone else you’ve earmarked for future promotion potential, and helping them to become the best version of themselves.

Through the AMBITION programme, participants will discover:

the power of belief
how to build confidence with clarity
how to master their motivation
how to build their resilience
how to engage positively with organisational politics
personal branding and role modelling
how to take personal responsibility for their career

Engaging, fun and challenging content

Our award-winning coaches are experienced programme presenters, able to drive strong engagement levels from your delegates. This is achieved through a mixture of presentations, breakout interactions and videos interspersed with self-study, polls and personal commitment planning sessions. The regular switch in lesson styles keeps things fresh, and that increases the impact of each lesson.

And, as the programme culminates in a group board room level presentation based on a set challenge, delegates get the chance to take everything they have learned and use it in the field.

Structured to suit your needs

Before we deploy the programme, we work with your sponsors to develop a proposed structure based on your specific requirements, with topics and insights designed to reflect your organisational drivers and behaviours.

Other bespoke elements, such as inviting inspirational speakers from your senior management to share insight and experience, can also be worked into the syllabus. Past cohorts often enjoy this section of the programme, and an informal Q&A session post-speech is often reported as a highlight.

And who knows, those rising stars in your AMBITION cohort could one day find themselves giving their own inspirational speech to a new generation of talent. After all, empowering them to reach that point is what AMBITION is all about.

Ready to give your mid-level talent AMBITION? Contact us today.

Sue Liburd celebrated for her dedication to gender diversity at HERoes Awards

Thu, 24 Sep 2020 08:49:44 GMT

The team at ABSTRACT is thrilled that our inspirational NED, Sue Liburd MBE, will be included in the 'HERoes 100 Women Executives List’ for 2020.

The HERoes Women Role Model Lists showcase leaders and executives who are leading by example and driving change to increase gender diversity in the workplace. So, huge congratulations to Sue on winning this well-deserved, prestigious recognition.

Upon hearing news, Sue commented: "Role models have helped me along the way; inspiring my career path and guiding me to take bold steps to circumnavigate glass doors and glass ceilings. It’s a privilege to fulfil the role for others and to be honoured for doing so."

Through Sue’s role as Non-Executive Director at ABSTRACT, we benefit from her laser focus on the importance of diversity and inclusion and we continue to learn from and be inspired by her year after year. As part of her nomination, Sue’s influence and effective collaboration with our Board of Directors to deliver our gender equality strategy, was highly merited.

Part of Sue’s mission is to increase the number of female and minority people moving into higher positions in business. With the help of Sue’s wise counsel, 30% of delegates from ABSTRACT's ACCELERATE programme have been promoted or seconded into more senior roles, and 34% have developed wider roles and responsibilities.

Sue also serves as the National BAME and Gender Diversity Lead for NHS England Armed Forces Public Patient Voice Advisory Group. She recently curated an annual TEDx Women event in the City of Lincoln, as well as leading senior women in business forums attracting female business leaders across Europe. So, unsurprisingly, Sue stood out when she had to demonstrate her active involvement in shaping an inclusive working environment.

We congratulate Sue and fully support this opportunity to promote diverse workplace practices, alongside showcasing other inspirational role models and inspiring the next generation of leaders.

For the full details of Sue’s nomination please visit the HERoes website or show support by sharing this blog using #HERRoleModels20 on social media.

UK Diversity & Inclusion roles increase by 106% in the year to August 2019

Mon, 21 Sep 2020 14:04:21 GMT

As more companies aim to become more diverse, search trend data collected by Instant Offices shows there’s been a global spike in searches for ‘diversity and inclusion manager’ over the last 10 years, with interest in the term growing by 122% since 2010. There has been an even more significant jump since 2004, with searches for ‘diversity and inclusion manager’ growing 200% in 2020.

Andy Nicol, CEO of ABSTRACT, explains what this means for businesses and why it is an important milestone.

This really is music to our ears, as the UK is l eading the world in D&I roles. We have been championing the virtues of working within a diverse team for over a decade. The different pre-conceptions, experiences and priorities meld together to help businesses to undertake critical thinking and decision making in a measured and holistic way.

Between August 2018 and August 2019, online job postings for diversity and inclusion roles soared. Glassdoor saw a 30% rise in the US and a massive 106% rise in the UK. Searches by jobseekers are up by 35% in the US and 19% in the UK. These roles include D&I Directors, D&I Programme Managers, D&I Consultants and Diversity Officers, to name a few. However, more notably, according to this article in Personnel Today , the UK has seen a 58% increase in the number of diversity and inclusion (D&I) roles available over the past five years, and many of the top D&I roles are being created at a senior level.

It is fair to say that over the last few years we have globally come together to demonstrate that we are no longer prepared to tolerate injustice, inequality and tyranny. The phenomenal rise of the BLM movement, the protests for George Floyd, the Harvey Weinstein and Jeffrey Epstein cases, the #MeToo campaign and so many more examples prove that people want a fairer and better world.

This is the same in business, people want to buy ethically sourced, sustainably made products and services. People want to work for a business that they believe in and that believes in them. So, employers should ensure their diversity and inclusion commitments are the “central anchor” to their plans as a “new era” of work begins to emerge, said Yvonne Smyth, group head of equality, diversity and inclusion at recruitment firm Hays.

If businesses want to attract exceptional workers and clients, they need to walk the walk of a fair, open, trusting, ethical and collaborative employer. What better way than by having a workforce that celebrates and represents the diversity of our society. Race, gender, age, physical and mental health, all these elements together make businesses stronger, more resilient and better placed to thrive in the current and future global community.

For guidance and support on bringing the benefits of diversity and inclusion into your business, get in touch with the team at ABSTRACT.

How our vision and values have powered our growth

Wed, 09 Sep 2020 11:48:00 GMT

ABSTRACT is proud to have an enviable list of clients that includes leading financial institutions, law firms and international household-name brands, many of which are happy to sing their praises. So how have they achieved this level of recognition and success?

ABSTRACT founder David Nikolich explains: “Our company vision is that we want to make the corporate world a fairer and better place. That means we work with the employees within an organisation, and we change their lives for the better. To put it simply, we improve businesses through people.”

ABSTRACT achieve this by bringing research and fresh thinking into their learning and development programmes. They find new ways to upskill and empower people, whilst also creating a positive and lasting cultural transformation within a business

How does the ABSTRACT team approach their work?

“Helping people and businesses change for the better is challenging, and requires certain skills and traits. After all, we need to be able to get under the bonnet of how a business is currently operating, and establish what may not be working properly. To get from that point to a place where the culture is stronger, and a company is seeing a Return on Investment from our collaboration, requires us to always stay true to our core values.”

Which are:

Display creative intelligence. Every company is different, and that means we can’t just provide a one size fits all solution. We look at the latest theory and research, but then we go further, and look for fresh and unique practical solutions that can be deployed in the field, to tackle a client’s specific problem to solve.
Be highly motivated and driven. If we are to be a catalyst for altering people’s approach to business, and inspire lasting and substantial changes in cultural behaviour, we must always lead by example with drive and passion.
Demonstrate unwavering commitment, persistence and resilience. There are no quick fixes, but that isn’t to say pretty much any problem can’t be remedied. However, getting to the root of the problems a business faces takes research, asking hard questions, and open collaboration. This may cause initial disruption before the gains are visible, and it takes commitment to see this through, to achieve the beneficial change and ROI our clients will ultimately see.
Offer fanatical discipline and loyalty. When your role is to change the culture and behaviours in a company, you need trust, dependability and loyalty. For a client to feel able to collaborate openly, and allow us to change the way their organisation treats its people, we must always show that we are loyal and disciplined in our approach. Small changes lead to big growth

“We have created transformations in some of the biggest companies in their fields, but, at the end of the day, it isn’t about the size of a business, it’s about their commitment to change, open mindedness, and willingness to collaborate. After all, businesses who are capable of cultural change and are prepared to develop and upskill their staff are far more likely to grow in size and reputation in the future. And we love to play a part in that process.”

Are you eager to see beneficial change within your business? One that brings a return on your investment, and improves the productivity and satisfaction levels of your employees? Then get in touch today.

What's changed for us since Covid struck

Tue, 01 Sep 2020 15:23:20 GMT

With the kids returning to school and more people venturing out and about, it's time to take stock and prepare for the next phase.

Here at ABSTRACT we continue to be busy - as we have been throughout lockdown thanks to our people-focused clients. We have adapted and grown as a result of the pandemic. We have fast tracked our virtual learning programmes and been fortunate to see continued success and excellent feedback from our online delivery. We've also rolled out a new-look website that better reflects who we are today and the critical support we offer our clients.

We're looking forward to ending 2020 on a high and helping our clients to do the same.

Virtual delivery is here to stay

Thu, 27 Aug 2020 13:19:16 GMT

Virtual delivery is here to stay

The Covid-19 pandemic has presented serious issues for most businesses. But for ABSTRACT, challenges are something to be overcome with ambitious and creative thinking. Which is why the team have turned complications into opportunities, by taking our award-winning face to face programmes into the virtual world.

At ABSTRACT, we have always stayed nimble, and looked for ways to ensure we can be resilient in any circumstances. When lockdown hit, for instance, we were able to work remotely as a team with minimal disruption because we’d already been working that way since 2007. And while we have always been known for our face-to-face training and development programmes, we already had our virtual offerings in place. Although the demand had never been significant in the past, our research of industry trends suggested that at some point in the future, virtual learning would be in demand.

So as 2020 came steaming in, we worked hard to bring forward these future plans. We were able to deploy our virtual delivery programmes in short order. Which was fortunate, because there was a huge surge in demand from the many businesses throughout the world that desperately needed ways to upskill and inspire their locked-down staff.

In the last few months many delegates from companies of all sizes, including several FTSE 100 companies, have commissioned our virtual programmes, and the results are in… our virtual programmes are delivering positive feedback, and have created the same impact and outputs as our face-to-face programmes.

“ABSTRACT have now delivered some excellent Zoom webinars to over 300 of my team covering different approaches to personal resilience. Feedback has been great, and the seminars have been informative and thought-provoking. We now have a practical toolkit that will help us cope better with the extended period working from home that lies ahead.”

- MD of FTSE 100 Company

Virtual is here to stay

We believe that even as lockdown lifts, some of the changes we’ve made in 2020 will be here to stay. And one of those will be the increased popularity of virtual delivery training courses. After all, there are several advantages to this method, such as reduced travel costs, convenience, and the positive effects it has on people’s work/life balance. And with many businesses looking to maintain remote working patterns in the long term, it’s a sure-fire way to get everybody on a team in the same place, even if they live on different continents.

So at our end, that means our virtual programmes will remain available even after social distancing is relaxed, a key part of our proposition alongside our face-to-face programmes, and a blended approach that offers the best of both.

After all, flexibility is good for everyone.

We are currently work with clients based in the UK, Ireland and internationally, particularly in Europe, Asia and North America.

But wherever you may be, our virtual courses will come to you.

Want to build confidence and creative thinking in your team? Contact us today.

The confidence to tackle anything

Mon, 17 Aug 2020 11:59:13 GMT

The confidence to tackle anything

In early March, this year, a good friend of mine told me there was a likelihood we would be “locked down” due to Covid-19 for a few weeks. I didn’t want to believe him, even though I was aware that Covid-19 was spreading rapidly. I couldn’t help but feel anxious, insecure and concerned as to what this would mean for my family, my work and my ability to cope.

Our own research has confirmed that confidence is situational i.e. that we draw references from previous experiences, which enable us to feel confident (or not) when we face those same situations again.

I did not feel confident entering lockdown and my lack of confidence led to feelings of anxiety too. I sought reassurance and strength from others and now, when I look back these past 5 months, I feel more confident in dealing with the easing of restrictions - and possible future lockdown - due to my new references and experiences.

As we emerge from lockdown, I have a juxtaposition to deal with. I am not as confident about things like eating out, flying on a plane, going to an office, travelling on the tube, going to the pub and so on, because these situations though familiar are now very different. So, I – like everyone else - have to go through the process of dealing with the new situation until I feel confident in the new post-Covid version.

“If you think you can or you think you can’t, you are probably right”

Henry T Ford

Henry Ford was right. The voice in our heads holds much power. We must keep our inner monologue positive and accepting to better enable us to venture forward into new situations.

We will feel anxious and perhaps nervous because it’s new and there are many unknowns. But that doesn’t mean we can’t do it. Take a deep breath and walk toward new experiences with the confidence that every other experience that you have dealt with was also new once and you nailed it.

The team at ABSTRACT has perfected the art of developing exceptional confidence in people. Get in touch if you need a helping hand in building confidence in you and your team.

ACCELERATE the growth of female talent within your business

Wed, 29 Jul 2020 12:37:10 GMT

ACCELERATE the growth of female talent within your business

Why are there such low numbers of female executives in the FTSE 100? What has been decelerating women in business, and preventing them from reaching the top? And most importantly, what is holding your business back from accessing the true potential of the women in your management structure?

When the FT selected us as research partners to address this in 2013, we set out to understand what the key accelerators were for the relatively few women who were reaching the top in business. From that research, we created a programme of study and development that fills the career skills gaps that will help to accelerate a women's career and the untapped potential businesses were missing out on.

Since then significant and genuine progress has been made by many organisations but, as Gender Pay Gap reporting continues to reveal annually, there is still a long way to go.

The ACCELERATE Programme

Our award winning ACCELERATE programme is designed to empower the growth of female middle and senior managers in your business - and encourage them to lift others as they climb.

Over six modules - including building superior confidence, establishing a personal brand, mastering organisational politics and attracting sponsors and mentors -delegates will work towards self-actualisation, with the emphasis firmly on driving individual responsibility to develop and succeed.

Our coaches provide tools, techniques and models designed to increase self-confidence and provide new methods to achieve career goals. Through a blend of short lectures, peer-coaching and group work, delegates are challenged, stimulated, and inspired to take their tools out of the classroom and into their workplace, boardrooms and conference suites. And by doing so, they provide their business with a previously untapped and under-utilised talent pool.

To maximise the potential of this programme, the cohort groups are usually blended from across an organisation to optimise the learning experience and to encourage the building of networks across different business areas.

Ideal for higher or intermediate level managers within your talent population.
Five modules are experienced over three months, followed by a review and reassessment module after another six months.
Primed for virtual delivery, or face-to face in groups of up to 20 delegates with two expert facilitators.

The ADVANCED ACCELERATE Programme

The ACCELERATE Programme provides a fulfilling, rewarding and invigorating journey for participants that many want to continue. Some of our clients and participants want to continue their progression after the programme, so we have introduced an ADVANCED ACCELERATE Module to stimulate and maintain that incredible momentum.

This Advanced post-programme development module is designed to bring together ACCELERATE alumni once again to review, share, and celebrate their progress. It’s an opportunity to re-calibrate their professional objectives and hone their developmental goals away from the corporate environment, under the tutelage of our coaching, as well as introducing stimulating new content. It provides an opportunity to explore new concepts, and develop fresh leadership tools to take back into the professional landscape and further their career goals.

Programme components also focus on senior level subjects such as:

Becoming effective at the highest of levels
Mitigating and accepting risk as part of the way you work and think
Improving judgement and decision making.

This offers senior level insight and skills to your people in anticipation of their rise to the highest levels of your company.

The ADVANCED ACCELERATE Module is;

For senior leaders and those who have successfully completed the ACCELERATE Programme
A single one-day Module delivered 6 to 12 months after completion of the final ACCELERATE Module
Available as either virtual or face-to-face delivery.

The AMBITION Programme

Working with our clients to develop and deliver the ACCELERATE Programme, it became clear that several key factors were causing women in more junior and lower level management roles to decelerate their career trajectory, preventing them from reaching their full potential.

The AMBITION programme has been designed to address these factors through a short fast paced programme, providing focus and structure and a real ‘shot in the arm’ to delegates.

Across three optional modules, delegates discover how to build confidence with clarity and learn about modern day resilience.

They are introduced to the concepts of organisational politics, personal and organisational purpose, how they can develop their personal brand and profile and how to influence others. They explore realisation and self-determination, discover their Career Anchors, and ‘How to Build the Future You’.

Participants come to understand and recognise their strengths and be inspired to push themselves out of their comfort zones to realise more ambitious goals.

The AMBITION programme;

Comprises of up to 3 modules, usually delivered over 2 to 3 months
Is ideal for lower level management and more junior staff with potential
Is complimentary to the ACCELERATE programme but also works as a standalone programme
Can be delivered as either a virtual or face-to-face programme.

Covid-19 and ACCELERATE

We initially built ACCELERATE and AMBITION for face-to-face delivery and we have delivered these as face to face programmes in the UK and internationally - however, in the midst of Covid-19, we adapted both for virtual delivery. This has proven equally successful, and we intend to continue offering the virtual programme alongside face-to-face, even after social distancing is relaxed.

In summary, ACCELERATE and AMBITION offer a suite of career management development solutions that support ambitious and talented junior women through to aspiring future business leaders and board members. We are also delivering these programmes in mixed gender groups. They can also be applied to any underrepresented talent group.

Are you and your company ready to support the AMBITION of your people and ACCELERATE the growth of female talent in your business today?

New webinar: How To Improve Diversity of Thought and Respect

Wed, 29 Jul 2020 10:45:17 GMT

We have added a new webinar, How To Improve Diversity of Thought and Respect, to our Webinar Series, a collection of live webinars that aim to provide the tools and inspiration to help your people thrive.

David Nikolich, MD of ABSTRACT says "The objectives of this webinar are to appreciate the value of diversity of thought and having respect for others, to understand the key elements of delivering inclusive leadership and to create an environment for everyone to regularly get involved and reach their potential". There are now six topics in our webinar series, covering how to improve your Confidence, Resilience Communication, Judgement and Decision Making and finally, how to activate Realisation and Self Determination.

If you think these topics may help your team or organisation then get in touch at info@abstractuk.co.uk to find out more.

Why now is the time to invest in your people development

Wed, 01 Jul 2020 12:10:29 GMT

Why now is the time to invest in your people development

An interview with Andy Nicol, former Scottish Rugby Captain and CEO of ABSTRACT, specialists in business improvement through people, on the reasons why now, in the middle of a global pandemic, is the time to invest in developing your people to enable your business to survive and thrive.

How important is ongoing personal and professional development?

“Very important. Public and consumer confidence and trust in many companies and professional organisations was very low after the financial crisis. And, although it is slowly recovering, improving standards of professionalism, conduct and behaviour in business will help to restore confidence - and give the people within these businesses the framework and skills they need to be effective in the eyes of their customers and their colleagues.

“The pandemic is accelerating changes to the way that we work, to customer propositions and the ways that we interact with our clients. This is changing the skills needed to thrive and be successful as we emerge from lockdown and in the future.

“The ability to adapt and change has never been more important. And investing in personal development is critical to individual and organisational success – and in some cases survival.”

How are businesses embracing professional development?

“Sadly, most businesses are still offering what we call ‘tick box’ training, a programme of superficial courses that neither have the person’s requirements in mind, nor that of the overall business, but allow the business to say they offer training and development opportunities.

“Even worse, many businesses make their people undertake training outside of working hours, demonstrating the lack of value they place on the outcome for the business.

“Culture is vital to business success and there’s a huge advantage for businesses that embed a culture to nurture and grow their employees. The research proves it. It’s a real missed opportunity for the majority of businesses that do not have a culture of supporting and developing their people.

“Since Covid-19, I would say that many businesses have re-engaged with professional development. They have or are in the process of quantifying what their people do well and what’s missing. Their appetite to provide ongoing support for their people in a time of crisis is both reassuring and commendable. The cynics would say, they should have been supporting regardless of the pandemic but, whatever the catalyst, the trend is really encouraging!”

What are the emerging trends in people development?

“For certain there has been a huge shift from conventional training towards coaching, as well as a more strategic approach to training for the business as a whole – through in-depth management training and proactive career management for progression and succession planning.

“Cultural transformation and employee engagement also seem to be much higher on the business agenda than ever before. We’ve also seen a strong take up for our judgement and decision-making coaching, not just for business leaders, but throughout the business.

“It’s fantastic to see diversity and inclusion taking centre stage for many businesses. Long may this continue. The research has shown the benefits. It’s time for businesses to take notice and act on the data.

“The biggest surprise for me is the re-emergence of soft skills. For years these have been viewed as a discretionary spend by business leaders, whereas now, they seem to be valuing them as critical pieces of the workplace puzzle.”

What should businesses be doing now to ensure their success?

“Businesses need to invest in their people, give them the skills, the information and the frameworks they need to be truly effective in driving growth as we come out of lockdown.

“The three Cs are critical areas for businesses to focus on right now:

• Communication that connects, informs and inspires your people

• Culture that listens, foster fairness and collaboration

• Coaching to develop skills like resilience, confidence, the benefits of change and career management and fulfilment

The businesses that focus on these will be best place to compete in the marketplace.”

What challenges has the Covid-19 pandemic thrown up?

“It has certainly been an unusual time. There have been numerous challenges, too many to mention. But that’s not where the focus should be. Each individual has had their own blend of chaos to deal with and as always, with great change comes great opportunity.

“Using our world at ABSTRACT as an example, we’ve seen so many opportunities emerge that we have grabbed with both hands – and it’s been the same for our clients.

“Our face to face training couldn’t continue during lockdown, but we were already developing a blended model that harnesses the technology available to enhance our people development programmes. Covid-19 meant we needed to bring forward our deadlines, but it gave us the opportunity to really test out our new models and make sure our virtual learning would still engage, inform, and inspire our delegates.

“We have been thrilled to see our clients old and new, embracing live online learning and the feedback has been tremendous.

“For our clients it has provided irrefutable proof that they need to invest in developing resilience, confidence and decision making throughout their organisations. it has also provided a real opportunity for them to identify and nurture natural talent.

“Covid-19 has been a huge test for the business community in the UK and globally. As with any crisis, it has given everyone the opportunity to see how their colleagues, competitors and communities behave under pressure. Ethics have been laid bare and those who did not believe they were important before, have hopefully seen the light.”

Decision making - A practical guide

Fri, 26 Jun 2020 10:43:05 GMT

Decision making - A Practical Guide

In our last article, How to make a good decision , we explored decision making by making sure the key “question to answer” was fully understood and how to use the “Spectrum of Consequence” model to empower people to make decisions. In this article, we will share the structured logical process for making great decisions and how to avoid “Group Think”.

In many situations it is obvious what the right or wrong decision is, though often we are presented with a number of suitable options and it’s more of a question of which option is best. Our research suggests that business decisions are regularly made to fix mistakes of the past – but, what if we got it right first time?

To increase the likelihood of getting it right first time we devised a Logical Process Model, which requires activation of the System 2 part of the brain. The Logical Process Model begins with the identification of the core “problem to solve” working through the key factors that affect the problem to solve, for example, the external forces and uncertainties surrounding the decision. It provides a thorough and practical framework with which to analyse the options and implications - and to identify the ‘best alternative’ option.

There are no rules when going through our logical process model and individual creativity is encouraged. Having gone through the process alone and prepared notes, it’s time to collaborate in a small team, no more than five ideally, to go through it all again, benefiting from each individual’s thoughts.

Of course, the model does not cater for unforeseen or uncontrollable factors, like Covid-19. Should these arise, rip up the original effort and start again with the new information.

Group Think is a very common corporate problem and often happens when there is:

A strong and/or persuasive group leader
A high level of group cohesion, for example, too many similar characters who view things the same way
Intense pressure from the outside to make a decision – this may be superiors, key stakeholders, sponsors, partners who are becoming impatient.

In order to avoid Group Think you should adjust the situation to remove bias and influence. There are a number of ways to do this, for example:

Ensure that individual responses to the problem to solve are sent to the chair or facilitator only and not copied to all
Ensure responses are anonymous when distributed to the attendees or people may be influenced by the boss’s ideas and point of view
Remove rank from the dynamic of the meeting. E.g. ask the boss/senior person to remain silent throughout or ask them to join only for the concluding remarks and the decision.

Over the four articles we’ve tried to share as many of our creations as possible on this wonderful subject. We appreciate that this is a deep and complex topic though we hope we have given you a good flavour of our research, thinking and solutions.

If you would like to know more or discuss how we may help you and your organisation, please get in touch with Nick Goddard on info@abstractuk.co.uk

Will Coronavirus impact the progression of diversity in the workplace?

Wed, 24 Jun 2020 08:59:28 GMT

Will Coronavirus impact the progression of diversity in the workplace?

Women

In March, the Government Equalities Office and Equality and Human Right’s Commission suspended Gender Pay Gap reporting regulations for 2020 due to the Covid-19 pandemic, with no expectation for employers to report for the 2019/20 reporting year.

Reporting by UK companies has naturally tumbled with early research suggesting that, while the pandemic affects both men and women, the additional burden of working from home, alongside home-schooling, childcare, family and other household responsibilities, is having a far greater impact on women’s personal and professional lives.

On 11 June, the Chair of the Hampton Alexander Review, Sir Philip Hampton, commented about the importance of maintaining a focus on diversity during the pandemic. The Review Board has recently reported that 64 of the FTSE 100 companies, nearly two-thirds, have met or exceeded their target of 33% women on boards. They also reported an improving trend for FTSE 250 companies. However, there is a real danger that the pandemic slows, or even stalls this fundamental progress in many businesses.

Frankly, in 2020, nobody should be asking why that would be such a bad thing. Our boardrooms should represent our customers and the society we live in. We believe, and research has proved, that greater diversity will also lead to better decision-making in the boardroom.

Whilst we think Non Exec Directors have a very important role to play in bringing more diverse thinking, ABSTRACT have always felt slightly frustrated when Boards simply add a female NED to achieve a quota rather than the real effort and solution of developing their pipeline of female talent.

Encouragingly, our experience to date during the pandemic is that our clients want to find innovative ways to continue to develop their people, including the career management and development of future female leaders, through virtual training, at least in the short term. However, commercial realities may soon begin to impact training budgets which is a risk to further progress.

Race

We we have also seen the world get behind the Black Lives Matter movement following the death of George Floyd in the US.

Fortunately, this time, this discussion has permeated the corporate world and led to some meaningful public displays of intent to address the underrepresentation of minorities in senior leadership positions.

Before the pandemic, during 2019 and into 2020, ABSTRACT observed that some companies and organisations who have been leading the change for gender equality were expanding their focus to other underrepresented groups and how they might also address this issue.

There was a danger that the pandemic might stifle this early focus, but recent despicable events have led to international protests and the public demanding decisive action from governments and businesses. Racial equality in general, and in the workplace, has been firmly placed on the global agenda. Many high-profile organisations have said its time for change - and we’re watching in anticipation for the actions needed to back this up, if genuine progress is to be achieved.

If you want to look more closely at this, a good place to start is with the latest update report from The Parker Review Committee on Ethnic Diversity Enriching Business Leadership published in February and also the Race In The Workplace McGregor-Smith Review, which highlighted issues faced by businesses in developing black and minority ethnic talent in the workplace. The McGregor Smith Review, written before recent events, states

“The time for talking is over. Now is the time to act.”

At ABSTRACT our vision is ‘to make the corporate world a better and fairer place’ through award-winning, cutting-edge talent development programmes - each of which is built on the premise of success through consideration and inclusion. We advocate for strong and considerate leadership in business, not the ruthless leadership of the past.

We help companies to fully understand, and find solutions to, their unique problems to solve through the models we’ve developed as part of our industry leading Critical Thinking Series. We equip leadership teams with tools and frameworks to drive the actions that will overcome the barriers to success, including greater equality in the workplace.

The moral, legal, business, and economic arguments have been made for greater gender and ethnic diversity in business. However, women and minorities remain under-represented in senior roles. The Covid-19 pandemic will have major consequences for business – good and bad – the important thing is for businesses to seize the huge opportunity we have been given to ‘build back better’. Those who focus on rebuilding with the right priorities, and equality should be top of the list, will emerge better suited to thrive in the new normal.

Sources

The Parker Review Committee on Ethnic Diversity Enriching Business Leadership; https://assets.ey.com/content/dam/ey-sites/ey-com/en_uk/news/2020/02/ey-parker-review-2020-report-final.pdf

McGregor-Smith Review Race In The Workplace

https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/594336/race-in-workplace-mcgregor-smith-review.pdf

How to make a good decision

Tue, 23 Jun 2020 12:28:36 GMT

How to make a good decision

Albert Einstein was once asked if he had only one hour to solve a problem what would he do?” He said: “I would spend 55 minutes trying to understand the question, then I wouldn’t need any more than 5 minutes to find the solution.”

Consider how many corporate meetings we have been party to where those present, including ourselves, have lost sight of the desired outcome, engaging in interesting conversation and debate, as opposed to keeping a laser focus on the original problem to solve.

This powerful concept, of really getting under the skin of the question before attempting to find the solution, requires great discipline and is a difficult habit to instil.

Our research has shown that the key is to distil the key question into the following structure: A closed question beginning with ‘do’, with personal accountability (I or we), complete with specific ‘where and/or when’ details.

e.g. Do we want to open an office in Fife this year?

Suggesting it should be a closed question may feel counter intuitive because open questions create interesting discussion and that’s the point, we don’t want interesting discussion we want decision.

The closed question will require a ‘yes’ or ‘no’ answer, or, as we discovered, there is a third answer - yes, no or the next best alternative. Our ‘trilogy of answers’ model joins up with the system 1 or system 2 parts of our brain which we discussed in our last article.

So many models, how do they work together?

In the last article on How to form sound judgement , we shared our Spectrum of Consequence (SoC) model.

The quadrants Regulation and Restriction , on the right, both have high control and therefore the answer to the closed question is not a trilogy of answers but simply binary - ‘yes’ or ‘no’.

For example, it’s 5.55pm and you’ve parked your car in an area that has its parking restrictions lifted at 6pm. A traffic warden asks you to move your car otherwise you will get a ticket. You stress that it’s 5.55pm and surely the warden can show some discretion. No, these are the rules! The question – do I park my car here at 5.55pm and risk getting a ticket? No. It is binary question and System 1 takes care of this. In light of no discretion by the warden, you drive off avoiding a ticket but feeling very frustrated. High control/Low risk = frustration!

The quadrants Danger and Choice , on the left, have low control and therefore we can apply the ‘trilogy of answers’ theory.

For example, on January 15, 2009, Captain Chesley Sullenberger (Sully) and co-pilot Jeff Skiles took off from LaGuardia airport in an Airbus A320 with a full quota of passengers. As you would expect, even with thousands of flying hours between them they were operating in the Regulation (confidence) quadrant. Seconds after take-off they suffered a catastrophic bird strike which wiped out power in both engines. They moved uncontrollably to Danger (uncertainty). Sully had not benefited up to this point from ABSTRACT personal development but his system 2 kicked in.

The question…..Do I try to land this aircraft with no power at LaGuardia airport?

1. Yes – they would hit a skyscraper killing everybody on board and innocent civilians.

2. No - they would hit a skyscraper killing everybody on board and innocent civilians.

3. Best alternative – I could try to land it on the Hudson River and we might survive.

Thankfully, he chose the ‘best alternative’ and successfully landed the aircraft on the river with everyone on board surviving with only a handful suffering minor injuries.

Remember our traffic warden from the earlier example operating in Restriction (frustration)? What if they had moved themselves left into Choice (empowerment) and used their judgement, instead of the system, and made a ‘best alternative’ decision along the lines of “please park here, though may I ask you stay with your vehicle and at 6pm you can leave your vehicle as the restrictions don’t apply”. What a difference that would have made!

So far, in this series of articles, we’ve covered Character and Organisational Character. We’ve introduced our Spectrum of Consequence model to support better judgement. We have taken inspiration from Albert Einstein and formed the key question around the desired outcome, and we’ve used the trilogy of answers to make a better decision.

Next time, in a special bonus article, Decision Making - A Practical Guide , we’ll take the topic of decision making a stage further and look at the logical decision making model guaranteed to create best outcomes - and the troubling dynamics of group thinking.

The benefits of online learning during Covid-19 and beyond

Fri, 19 Jun 2020 08:15:03 GMT

The benefits of online learning during Covid-19 and beyond

Over the past few months Covid-19 has created challenges that every business throughout the country – and world – has contended with.

That has been no different for ABSTRACT, and one of the key things we have done in response to the ongoing pandemic is accelerate our move towards providing digital content to complement our face-to-face offering.

The new digital normal

We initially found our client’s demand for digital content was ‘of the moment’. Businesses were addressing an immediate need to provide their people with the tools and inspiration to adapt, survive and thrive during the sudden adjustment that lockdown brought.

However, we are already observing a clear shift in the way clients are approaching corporate learning. We believe our industry may never revert to exactly the way it was. To that end we have looked at how we can meet those changes with progressive, innovative and engaging online learning solutions.

Evolving our approach

Despite the challenges Covid-19 presented, we have embraced the exciting opportunity to adapt our existing award-winning learning and development programmes for virtual delivery. This has allowed us to develop new content, including building a series of webinars on several key topics:

• How to Build Superior Confidence?

• How to Develop Modern Day Resilience?

• How to Communicate More Effectively?

• How to Activate Realisation & Self Determination?

• How to Form Sound Judgement & Decision Making?

Each webinar adheres to the ABSTRACT tradition of providing interesting, stimulating and engaging content, delivered with artistry and panache.

Face to face delivery will ultimately return, and continue to be the optimum way to achieve behavioural change, of course. But our virtual and blended solutions have been given an unexpected opportunity to evolve, and will prove to offer several advantages for many businesses, such as:

• Reduced attendance and travel costs.

• Removal of geographical, logistical and travel boundaries for clients and delegates (and for facilitators of course).

• Support a better work life balance through reducing time on the road, which decreases disruption to family and personal time.

• Interactive tools like whiteboards, polls, videos and chat are capable of engaging participants, and this interactivity will rapidly increase as innovation and skills develop.

World events have nudged our virtual and blended solutions into the limelight, and they have proven extremely effective. We believe these programmes will continue to be called for well into the ‘new normal’ and long after things have adjusted beyond the current crisis. And we are excited to develop and generate new and innovative learning solutions to meet this demand.

For further info on upskilling your team during lockdown and beyond, get in touch with Nick Goddard, Head of Development or any member of the ABSTRACT team on info@abstractuk.co.uk

How to form sound judgement

Tue, 16 Jun 2020 08:59:10 GMT

How to form sound judgement

A brief recap

One of the interesting discoveries within the Persona (Bolton v Bolton) character study, that we touched on in our previous article , is that each character style will either be ‘reward seeking’ or ‘threat averse’ and either ‘strategic’ or ‘tactical’.

We looked at how your unique character is made up of the millions of references and experiences stored in your conscious and subconscious memory, that together drive your judgement.

During our extensive research, we found participants answered almost identically to one particular simple question: “How do you form judgement?” The answer was almost unanimously gut feel or intuition. But what is that?

Daniel Kahneman simplified the brain into two systems. System 1 is the “gut feel” and “intuition” part of the brain. It is like a massive filing system of references and experiences that help reach quick judgements. But, it gets things wrong…regularly! System 2 is the problem solver, though it is inherently lazy. You would be too, if System 1 did all the work.

The trick is to mobilise System 2 - and we’re not talking for everyday decisions like should I have a cup of tea? But decisions that have importance or consequence (more of this in a moment). System 2 is a lazy muscle and you will know when you have been using it. For example, when you have to concentrate and you feel tired and drained after a short period of time.

Forming sound judgement through the concept of consequence

Going back to the reason we undertook this research in the first place… we wanted to invent a simple, practical model to help individuals and teams evaluate the type of judgement required to make the best decisions.

It took a while (and a lot of System 2 brain energy) for us to create The Spectrum of Consequence (SoC) model. There are two factors at play – risk and control. Combined, they create four categories within which a situation or topic can be assessed. Plus, each quadrant comes with an emotional context.

Spectrum of Consequence Matrix

High risk, high control

You board a plane and you see the pilot completing the pre-flight checklist. This is because it’s a high risk situation and therefore high control is required, using systems and processes. This regulation gives us the confidence to settle into our seat and enjoy the flight.

Situations can change

Take Covid-19 and the UK Government approach since February through to the current day. The government assessment is that the risk is reducing and so they can relax the controls as we release from lockdown. The Covid-19 situation has moved close to the cross hairs resulting in divisive judgement (opinion) based on people’s own personal situation and your character style.

How does this help with judgment in business?

The SoC axis are sliding scales and invaluable in determining the equilibrium required between the amount of risk and therefore the amount of control required. Businesses can use it to empower employees to make appropriate judgements and decisions where there is lower risk. It prevents micro management and creates more effective, happier teams.

ABSTRACT promotes that wherever possible we should operate in Regulation and Choice (the golden quadrants), these are really effective judgement quadrants.

The Regulation quadrant needs high control because the risk is high and this high control is often manifested as rules, policies, and guidelines (often designed from mistakes of the past) and so if we follow the rules we have confidence in achieving our desired outcome.

The Choice quadrant due to lower risk and lower consequence allows us the freedom to form judgement of the right options and we feel empowered.

Danger and restriction are opposite to the golden quadrants and with high risk/low control we need luck on our side and with low risk/high control it feels like it’s us against the system.

Unfortunately, through no fault of our own we may find ourselves on occasion in Danger or Restriction. When we find ourselves in these two quadrants we should try to move into the golden quadrants as, if we cannot, then our judgement will become impaired.

Danger means we may feel out of control or the stakes are so high that we struggle to form judgement which can result in decision paralysis - which in itself is a decision.

Restriction means we’re thwarted, not by our judgement but by the system. We have only one choice – to comply or withdraw from the situation – neither of which will achieve our desired outcome.

Coming up next…

Next time we will build on our understanding of judgement and the SoC model and look at how to use them to promote effective decision making - both as individuals and in group situations.

For further info on how we can help your team to benefit from more effective judgement and decision making, please get in touch with Nick Goddard on info@abstractuk.co.uk

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