Best Recipes Ever

Tag: Communication

  • Challenge or stress – it’s a fine line!

    The dictionary defines stress as “a pressure or tension exerted on another object; a demand on physical or mental energy; or forcibly exerted influence usually causing distress or strain.”    In short stress is any factor, positive or negative that requires a response or change.  In medical research it is widely recognized that chronic ongoing stress can lead to illness, aggravate existing disease conditions and accelerate aging.

    There is a need to be in constant interchange with our surroundings and it is this interchange that creates stress.  If looking at reality this is simply a fact of life.  There is no way to avoid stresses in life.  Every organism, including man must be able to adapt to changing environmental and social conditions in order to survive.  However, over time the continual need to adapt to change can disrupt the metabolic balance of the human organism.

    Common stressors for people today include most aspects of life – family, financial, emotional and environmental, nutritional factors, as well as personal and work-related stresses and relationships.    According to research nearly half a million people in the UK have work-related stress that is making them ill, leading to the need to take sick leave.  It is estimated that 12 million working days are lost each year in the UK due to stress-related illness and in some cases even injury. (HSE.gov.co.uk)

    Stress in the work place can be a result of different factors, in general there is a mismatch between the requirements of the job, the employee’s capabilities, the resources available and the needs of the worker.

    The concept of job stress is often confused with challenge.  Clearly these concepts are not the same.  Challenge, if at the appropriate level, energizes us psychologically and physically.  It motivates us to learn new skills and master our jobs. When a challenge is met, we feel relaxed and satisfied, proud and perhaps even excited about what we have achieved Thus, challenge is an important ingredient for healthy and productive work. The importance of challenge in our work lives keeps us learning, growing and developing.

    A challenge becomes stressful when there is either rejection that the goal cannot be achieved because it looks and feels overwhelming or when job demands cannot be met, due to employee capability and or lack of necessary resources.  Very quickly the situation can change from focused and motivated to achieve, to exhaustion from trying and the sense of ability to accomplish has  turned into feelings of stress.

    We know that what is stressful for one person is not necessarily stressful for another because of individual characteristics, including coping mechanisms, previous experience, level of maturity and possibly personality. The questions therefore are how can we as managers and leaders:

    • challenge team members, use this challenge to motivate, but not stress them to a point of no return?
    • identify when the line between challenge and stress has been crossed?

    Victor Vroom’s Expectancy Theory helps to answer these questions.  His theory is ensuring that there is a sound relationship for the employee between effort and performance.  These feelings of motivation and satisfaction are further increased if the individual and or team can see the relationship between good performance or outcomes and reward, especially if it is a reward that is valued.  Feedback cannot be underestimated when challenging team members, as well as working with Vroom’s model.  Both gaining feedback and giving feedback, help us as managers and leaders to understand whether the challenge is about to become stress.

  • Conflict Management

    What is Conflict Management?

    I was looking at the term  “conflict management” the other day and realized that it is often used interchangeably with “conflict resolution”.  The difference, however is that the concept of conflict management is based on a premise that not all disputes end in resolution.  Additionally, conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner.  Therefore, in summary “conflict management” is any collection of actions, responses, processes, and/or systems that help manage, improve, or prevent the deterioration of relationship dynamics.

    A part of effective leadership is conflict management.  When parties involved cannot resolve the dispute, leaders use strategies to manage the dispute and acknowledge the differences.  Conflict management brings awareness to the parties in a dispute of their options.  It allows examination of their own assessments, to communicate their feelings and to choose options that avoid defensive or aggressive reactions.

    Words to the Wise

    We often think that other people see the world in the same way as we do, and overestimate the degree to which they understand our approach and actions.  As leaders of ourselves and of others, it is important that rather than making assumptions, we ask for clarification.

    Be willing to take the first step in opening up the conversation.  The fear of rejection may lead to closed body language and lack of eye contact, which may be perceived by the other person inaccurately.  Go out of your way to make eye contact, and open up the conversation constructively.

    Skills for Managing Conflict

    Various skills are utilized in managing conflict:

    1. Open Communication (questioning openly, active listening, reflecting, feedback and focus)
    2. Establish Ground Rules to ensure the discussion is constructive and productive
    3. Confront Current Issues – not the people and not the past
    4. Use Listening Skills – for both logic (content) and feelings (emotions).  Listen to understand – paraphrase, repeat, summarize to check understanding.
    5. Keep Emotions in Check and be aware of the emotions of the other party.
    6. Use humour to relieve tension (when appropriate)

     

    Linda Tropp, Ph.D Director of Psychology of peace and violence concentration at the University of Massachusetts, Amherst, USA

  • Could your leadership be causing mental ill health

    This blog takes the form of a case study that encompasses both my professional roles as a healthcare practitioner and corporate wellbeing training provider. The aim of the case study is to encourage you to decide, for yourself, what could have been done differently.

    The client in question, is a lady late 50’s who was employed by a high school as the assistant director of the school, a job she has been doing for some years already while also continuing to teach the pupils an academic subject. An active person who was working long hours every day, five days a week in school and some part of her personal time to catch up, mark papers and do other administrative tasks, she seldom did less than a 10-hour day. Her husband also works, and her children are also of working age.

    About 3 years ago, as a part of some kind of change in status and re-organisation of the school, all teachers were asked to re-apply for their jobs to continue employment at that school. Each teacher would be hired based on the new requirements. My client was not re-hired, nor was she given an explanation as to why, she was simply told that her job was no longer needed as of tomorrow. No redundancy payment was offered. That would be a dramatic shock for most of us. Lack of appreciation, feedback and thanks would make anyone angry, likely followed by sadness at having the job and career you love crudely removed with no further contact. From May to September of that year she did not feel well, she lost interest and enthusiasm for life, but tried to regain this by taking up a role as a volunteer in a local charity shop.

    At a similar time, her father died during Covid and this seemed to tip her over the edge into mental illness, specifically severe depression combined with anxiety. Her father also suffered from depression and anxiety. She stated that she remembers shaking uncontrollably at the loss of her father, and perhaps to this day has not yet come to terms with this loss through the normal grieving process.

    Certainly, we can debate if how she lost her job was according to the law? That is not the purpose of this blog and therefore we will avoid going down that route. The client is now on four medications for anxiety and depression, some of which are also negatively affecting hair growth, leading to an increase in hair loss. In addition, she is putting on weight, both of which negatively impact how she feels about herself. Her quality of sleep is poor due to twitching caused by one of the medications she is taking. To aid sleep she has been subscribed Zopiclone, a common sleep medication which can cause drowsiness during the day. In her own words, she “has no reason to get out of bed and most of the time feels blank and tense,” therefore can spend the whole day in bed sleeping with no desire to get out of bed. In order to end this cycle, she tried to commit suicide. Luckily, she was not successful.

    She had her gall bladder removed approximately 10 years ago and despite this has no  difficulty in digesting most foods. However, looking at this energetically, the gall bladder – “How can you have the gall to……?” is a representation of rage, extreme anger that has been suppressed within the body, ultimately damaging the functioning of the gall bladder until such time as it has to be surgically removed. This is an example of how suppressed negative emotions manifest on the physical level to show us what it is we need to deal with. Does removal of the gall bladder mean we have dealt with these negative emotions, or do they still remain in the body as the person’s behavioural pattern remains the same?

    She is under the guidance of the mental health team in her area, but at best is staying numb to life, at worst is not living. After several years of guidance from this team, she and her husband, whose life has also been tipped upside down, decided to try something different and on recommendation from one of their friends who was treated successfully for similar conditions, have sought a health consultation with me. The main goals for treatment are:

    • To get better from severe depression and anxiety to live her life as before.
    • To improve her quality of life and reduce medications.

    This gives you the background of this client. Now look at this situation from a leadership perspective and answer the following questions:

    1. How did this person end up with severe depression and anxiety when previously she was a capable, active woman who up until losing her job we can assume was able to take responsibility and get things done?

    2.  What role did the school management team/leadership play in what this lady is today?

    3. What could have been done differently from those responsible to lessen the emotional impact on this individual anticipating that redundancy for anyone is often a shock?

    4. Why is thoughtful, nurturing leadership of others so very important?

    5. How can leaders balance a nurturing style of leadership with accomplishment of organisation goals? (A school is also an organisation)

    6. What are the key things for the leadership team to learn from this case?

    7. What have you learned from this case about how you address difficult, possibly life changing situations from this case. 

    If you feel affected by this case study then you maybe interested in this new course on how to lead compassionate conversations. 

  • Depression, physical activity and performance – is there a link?

    What would happen to a dog if you kept it inside, gave it water and fed it processed foods while providing a nice bed in front of the television or other electronic device, only letting it out for a few minutes several times a day to do the obvious?

    The answer I believe, is predictable – The dog would soon become miserable, overweight and perhaps even aggressive. In the western world, this is exactly what we do to ourselves – feed ourselves on instant, very often highly processed foods, sit in front of the TV or other device to entertain ourselves and only go outside on the occasion that requires we go from A to B or need to do some shopping (which we can now order in!), or another chore. Why do we wonder that chronic ill health is escalating, as is mental ill-health – anxiety, depression, low mood, and lack of energy amongst the list of symptoms and conditions.

    How can we unravel this state of affairs?

    The answer to that question is complex, and as we are all individual, the approach will be unique to each person. However, let’s make a start by looking at something as simple as movement and exercise and the difference it can make to mood, anxiety and depression. As a naturopathic practitioner, I recommend to clients on a regular basis to get outside into mother nature and to bring some form of exercise into their routine that will get them moving. The type of activity advised carefully depending on the situation of the client, symptoms and overall wellbeing. It can be anything from walking, swimming, and dance, to yoga, stretching, Pilates and Tai Chi. Many of which can be practiced in the great outdoors.

    From my own experience, I know that physical activity makes a difference to how I feel, how the day unfolds, as well as the tone and flexibility of my body, even if when I’m on my way to the gym and really don’t feel like going, that when I’ve finished my session that I feel so much more energetic and positive.

    I was very proud the other day when challenged to touch my toes that I was able to touch the floor with relative ease when my teenage godson, 40 years my junior, could barely get passed his knees!  Not sure whether his performance has encouraged him to work on flexibility as well as building muscle strength or whether his mood was affected when he realised the current state of his body is well below optimal when in his teenage years. It showed that we can’t take for granted that a younger body is naturally subtle; it takes movement and practice to achieve this.

    A recent research article published in Jama in 2022, “Association Between Physical Activity and Risk of Depression. A Systematic Review and Meta-analysis.” published using the research of numerous scientists, indicates that whilst it is difficult to draw this association, 15 prospective studies showed a greater risk of depression in those that have lower exposure to exercise. Adults doing the equivalent of 2.5 hours a week of brisk walking had a lower risk of depression compared with those adults who reported no physical activity. That means that on five days of the week, 30 minutes of exercise and brisk movement can dramatically impact mood and lower the risk of depression.

    The sample size for each study was 3000+ participants over a period of 3 years or more and was based on leisure-time physical activity, either alone or combined with other activity domains such as housework and getting to and from work. Approximately 64% of participants were women and included six studies in the USA, six from Europe, one from Australia and Japan and one study that included India, Ghana, Mexico and Russia. The conclusion of the meta-analysis found an association between physical activity and incident depression and assuming lack of exercise as the causality, 1 in 9 cases of depression might have been prevented if everyone was active in line with public health recommendations. Public health recommendations suggest that 30 minutes of physical activity on all or most days of the week, even if undertaken in brief repeated episodes, is beneficial for health.

    In 2019 depression was the leading cause of mental ill health-related diseases and a major cause of disability worldwide, affecting approximately 280 million people and accounting for more than 47 million disability-adjusted life years in 2019. These figures are pre-Covid and, therefore, reasonable to assume that this figure has increased due to fear, isolation and loneliness as a result of lockdown. In fact, a World Health Organisation (WHO) study published in April 2022 states that “global prevalence of mental health disorders increased by a massive 25% across the board”. Young people and women being the worst hit.

    What is the cost to your organisation not only in loss of revenue but also in levels of service, morale and medical aid costs if the individual is provided company medical aid?

    • Depression makes it difficult for employees to focus and engage with their day-to-day tasks. As a result, it lowers their productivity and contributes to the cost of presenteeism
    • The effects of depression can also be so severe that employees find it difficult to go to work at all. 
    • Despite nearly 1 in 5 employees reporting a current mental health diagnosis, less than 1 in 10 are currently seeking support for their mental health. Just under a third of employees have previously received support for their mental health and 61% of employees have never received support for their mental health. (Champion Health

    “Workplace depression is responsible for 109 million lost working days in the UK every year, at a cost of £9 billion to organisations,” according to Champion Health UK.

    Mental ill health including depression are complex, multi layered conditions that require attention on all layers, including addressing the emotional foundation through an approach such as counselling, addressing lifestyle changes that are contributing to mental ill health, diet and nutrition as well as movement and exercise that is in the form of leisure exercise and not simply about things that have to be done around the house, getting to and from work, and other daily chores.

    How easy is it for you as an organisation and employer to encourage support for those struggling with mental ill health to speak out and admit they are struggling and need help? To achieve recommendation of exercising 30 minutes a day, is it possible for employees take some form of exercise as part of the working day, irrelevant of their location which is considered an essential aspect of the working day and part of the company culture? Below are some suggestions that might easily be added into a typical working day:

    • Hold meetings while walking, preferably outside
    • Allocate a couple of time slots each day for exercise and movement, for example 30 minutes of Tai Chi, Yoga or Qi gong in an outside area to encourage employees to take a break from computers, from equipment and enjoy exposure to “mother nature” and not only move, but also focus on breathing techniques which is a fabulous way to reduce anxiety and stress. If you don’t have the luxury of an outdoor area, these activities can also be done inside. Doing exercise together in a group adds the additional dimension of fun and support.
    • Provide showering facilities for those who use bicycle or run or walk to work or for those that want to do these or similar activities at some point during the working day, but who hold back because there are no facilities when they can freshen up.
    • Dedicate an area for movement and exercise that might include table tennis tables and other options for those that wish to be a little more competitive when exercising.
    • If you have a multi-floor office, stop the possibility to access an escalator from the different floors, instead encouraging all to use the stairs.
    • Organise 30-minute dance classes or simply a room with music to stimulate the joy of dancing and free movement
    • Sponsor a time slot at the local swimming pool for your employees a couple times a week.
    • Have a “bring your dog to work day” once a month, to encourage walking at break times
    • Create a “mood” room that allows for free flow movement and creative dance.
    • Create a 10-minute system, whereby for 10 minutes in every 90 minutes everyone stops to stretch away from their desk.

    These suggestions are by no means exhaustive. What you can do to support your employees to remain mentally and physically well will depend on the type of business, the available space and the desire of top management to breed and live such a culture that embraces mental and physical health. Research has shown the direct link between exercise and mental ill health, therefore proactively building a policy into your organisation to minimise mental ill health, can only be a “winner” for employees, employers and all the organisation stakeholders when presenteeism decreases, absence and sickness (mental and physical) decreases and productivity and performance improves.

    While there is more to consider when treating mental ill-health, being proactive and minimising the risk of it developing in the first place is common sense. Putting practices in place to “breed” a healthy workplace, starting from the top and rolling it down is definitely easier and more cost-effective receiving a good return on investment through stable productivity, minimal illness and presenteeism, good staff morale and overall performance that results in bottom line success.=

    References:  

    https://www.researchgate.net/profile/Peter-Reaburn/publication/269598423_The_mental_health_benefits_of_regular_physical_activity_and_its_role_in_preventing_future_depressive_illness/links/5539aa010cf226723aba31ea/The-mental-health-benefits-of-regular-physical-activity-and-its-role-in-preventing-future-depressive-illness.pdf

    Association Between Physical Activity and Risk of Depression A Systematic Review and Meta-analysis. Matthew Pearce, PhD; Leandro Garcia, PhD; Ali Abbas, PhD, et al https://jamanetwork.com/journals/jamapsychiatry/fullarticle/2790780

    https://www.ioshmagazine.com/2022/04/11/pandemic-responsible-25-increase-anxiety-and-depression-worldwide-who-study-finds

    https://championhealth.co.uk/insights/depression-statistics/#:~:text=52%25%20of%20employees%20are%20experiencing,currently%20seeking%20mental%20health%20support

  • Do Financial Bonuses Enhance Performance?

    I read with interest the article in a recent Sunday Times (Business section) “Bosses:  Is the Party Over?” by Ben Laurance.  The article was about Neil Woodford of The Woodford Patient Capital Trust, who after many years of paying bonuses to his fund managers has decided to scrap them altogether.  Woodford is compensating his team members with a rise in base pay.  The question is “Will these actions enhance or discourage performance”?

    Woodford  believes there is very little correlation between bonus and performance, which can lead to short term decision-making and wrong behaviours.

    In the banking and larger finance industry, bonuses are common place and one could argue expected, particularly by senior members of staff.   Benefits to the organisation for paying bonuses, apart from the supposed incentivisation is to focus team members to the goals and if the incentive is well thought through and set within achievable limits, financial targets will be achieved and perhaps even over achieved.   Thus, driving company growth and market share.

    What are the down sides of bonuses?  Large bonuses as seen in the banking and financial sectors experienced reckless behaviour by individuals who were taking huge risk chasing their bonuses with little regard for the stability of the bank or institution.  This is when the EU stepped in to limit bonuses for bankers to no more than double the base pay.  Research on the impact of this move by Irem Tuna of London Business School and Anya Kleymenova of the Booth School of Business in Chicago, suggest that this move did indeed reduce risk-taking.  However, at the same time turn over of executives in financial firms increased.  It is not clear if this is the only factor for this apparent negative spin off.

    The article by Ben Laurance focuses mostly on well paid executives in the finance world, but this question is still relevant to all industries and positions.  What is the solution to ensuring a company is able to recruit good people, and give an incentive to firstly do a good job and secondly remain focused to the goal, without taking undue risk as well as working effectively within a team if this is required?

    I am of the belief that poorly designed bonus schemes will drive poor performance of individuals and teams.  In my time and with personal experience, I have seen many situations where the financial incentives for one department, usually sales, creates problems for other departments who have to deliver what was promised, irrelevant of timing and other specifications of the sale.   This has the effect of creating tension, driving poor communication and teamwork as well as resentment, leading to de-motivation.    In addition, poorly set targets can have the adverse effect if the targets are set too high or too low.  In the first instance, giving up before the person has even started and in the second not trying particularly hard which again means teamwork suffers at the expense of the few.

    Some of the most effective bonus schemes I have seen and worked with have had a balance between quantitative and qualitative targets, for example financial targets and targets around positive customer feedback or decreasing customer complaints and some team goals that encourage all team members to communicate effectively and work together whilst also focusing on their own personal goals.  This means the company/team shines as a whole and not just an individual or group of individuals.

    The last question I will leave you with is “Can we solely attribute performance or non performance to a bonus scheme?”  Surely leadership plays a part in creating the right environment for effective performance in meeting department and company goals whether financial or otherwise?  It would be interesting to analyse Mr Woodford’s leadership style.

  • Do You Need an Attitude Shift?

    As Simon Tyler says “attitude is a choice you just keep choosing”.

    Attitude affects everything that we do. The attitude you have chosen right now may not be serving you in the situation that you are in, or indeed the situation you are about to go into. I am a great believer in creating the right attitude for each situation to generate positive energy for all involved, including oneself. Interacting with different people every day through the many communication channels means that we have the power to affect our connection at each moment of truth, to the other person.

    It is our attitude that determines how much we can affect them and how much they in turn can infiltrate and affect us, either positively or negatively. Being aware of the affect that others have on your attitude gives you the ability to become more deliberate in setting your own attitude and more resilient to the attitude of others, by consciously choosing a positive response.

    Our attitude impacts more than we realise. Not only can it affect those around us, but it can also hinder our chances for success. Shifting your attitude is possible. Read how and why an attitude shift might be the perfect solution!

    How do leaders impact the attitude of team members?HOW DO LEADERS IMPACT THE ATTITUDE OF TEAM MEMBERS? 

    By nature of leadership, the role of a leader is to “inspire others to want to do the job”. Clearly inspiration of others cannot be done through a negative attitude. Can we honestly put hand on heart and openly say that we do aim to affect others positively in every interaction with employees, peers and colleagues?

    How do you correct attitude when one of your subordinates is just not performing and his or her behaviour is potentially causing an attitude shift in yourself toward that person?

    There is a danger that this attitude shift will infect your thinking and consequently the approach that you choose to discussing the possible reasons behind the current level of performance, and to changing that performance to something more desirable.

    DEALING WITH A NEGATIVE ATTITUDE

    What can you do to change a creeping negative infiltration of your attitude, whatever the reason for this might be?

    Be grateful and be thankful for all the positive things that exist in your life including, the individual’s performance before this change, performance of others, thankful and grateful clients, the sun, other relationships in your life, nature, friendships and so on.

    The power of gratitudeTHE POWER OF GRATITUDE

    Our attitude impacts more than we realise. Not only can it affect those around us, but it can also hinder our chances for success. Shifting your attitude is possible. Read how and why an attitude shift might be the perfect solution!

    Gratitude can make us less self-centered and more open to hearing.  It can increase self-esteem, and make us more likeable by enhancing relationships, our personality, and our leadership skills.  Like any habit, after a few days of expressing gratitude it becomes natural and a part of your communication style.

    As Oprah Winfrey once said “Be thankful for what you have; you’ll end up having more.  If you concentrate on what you don’t have, you will never, ever have enough.”

    TOP TIPS TO SHIFT YOUR ATTITUDE

    Manage personal attitude by surrounding yourself with positive people and limit those that drain energy.  Read and consume articles, books, or podcasts that further support a positive outlook and attitude.

    Humans are electrical energy, we are emitting and receiving all the time.  This means we are able to attract to us what our current thoughts are giving out, in terms of people, thoughts, activities and so on.

    If you want positive people around you, and to have a constant stream of positive thoughts from within and from others, you have to set the scene by considering what you want to attract or repel.

    HABITS ARE KEY

    Make it a habit to look for at least one positive aspect of any idea, solution, suggestion, or behavior before honing in on the negative aspects of why something will not work.  We all see the weak, negative unhelpful aspects of a person, thought, suggestion and idea easily.  Train yourself to see the positive first, maintaining balance and a realistic outlook.

    Behaviour is driven by thoughtBEHAVIOUR IS DRIVEN BY THOUGHT

    Our attitude impacts more than we realise. Not only can it affect those around us, but it can also hinder our chances for success. Shifting your attitude is possible. Read how and why an attitude shift might be the perfect solution!

    All of us have mental patterns that lead to physical behaviour.  It is these patterns that cause us to repeat the same, further getting frustrated at ourselves for not succeeding, excelling, or doing, and sometimes even regretting the repetitive behaviour and result.

    Remember, what Albert Einstein said: “If you always do what you have always done, you will get what you have always got!”

    Make a conscious effort to release the thought process – thank it for serving you, and let it go.  In letting go you make space for something new to move in, and what moves in is your choice.  The sooner you let go of the irritation, regret, frustration, the sooner it ends, giving the possibility to create a more meaningful pattern that will serve both you and others better.

    ASK THE DEEPER QUESTIONS

    If you still struggle to move on with this change and experience resistance, ask questions of yourself to promote the thinking and mood that you desire, avoiding self blame or blame of others.  In other words, looking for a reason that gives you a scapegoat.

    Excellent questions take you in the direction of finding your truth and depth of understanding, for example. “Where am I at my best?”  “What do I want more of?”  “What do I need to learn from this situation?”

    Such questions are also invaluable when coaching others to excellent performance.  Finger-pointing never motivated anyone. Dipping into The One Minute Manager by Ken Blanchard and Spencer Johnson, giving a one-minute praising goes a long way to encouraging a positive attitude in yourself and in others.

    And when that one-minute reprimand is needed, keep it in perspective and give it clearly, confidently and with sincerity, and then move on avoiding dwelling on the negative.

     

    References:

    Ken Blanchard, Spencer Johnson – The One Minute Manager,

    Simon Tyler – The Attitude Book

     

    Rachel ShackletonRachel Shackleton is an entrepreneur who owns and manages Green Key Personal Development and Green Key Health. Working with local and multinational organisations, she is a public speaker and trainer in the spheres of leadership, communication and customer excellence. She ensures sustainable productivity and profitability through healthy self-management and leadership practices, ensuring a focused and successful workforce.

  • Are Your Company Values Laminated or Lived?

    Recently I attended the Health and Wellbeing @Work Expo at the NEC in Birmingham. Among the many good speakers was Dr Gian Power OBE who asked the question: “Are your company values laminated or lived?”

    This question resonated strongly. Sadly, I can reel off a list of companies who proudly display their values for all to see—beautifully designed posters in reception, polished statements on their website—yet forget to roll them down through the organisation to those who deliver to your customers, every day. Even more importantly, they fail to use them to shape how colleagues support one another and the message your company consistently gives out, causing a disconnect in the minds and actions of employees and customers.

    Why do We have Values?

    At their best, organisational values are not marketing slogans; they are decision-making tools. They guide how leaders lead, how managers manage, and how teams collaborate. They define how things are done when policies or procedures don’t provide the full answer.

    For leadership teams, values are designed to act as a strategic compass. They help determine priorities, shape behaviours during periods of change, and create consistency across departments, locations and leadership styles.

    For managers, they offer a framework for everyday choices—how to deal with a difficult situation, how to balance performance and wellbeing, how to respond when pressures increase.

    For employees, they provide clarity and psychological safety. When not clear and genuinely practised, people understand what is expected of them and how they will be treated. They are the bedrock.

    Without this alignment, values remain decorative or as Gian Power said “laminated” and left on a shelf somewhere, never to see the light of day. With it, they become operational, providing consistency for everyone to work with and by and to build connection with customers creating an understanding of what can be expected and delivered.

    Who do Values Serve?

    Values should serve three critical audiences simultaneously.

    1.    Your people.

    Employees want to know what kind of organisation they work for. Values signal what behaviours are encouraged, what is rewarded, and what is unacceptable. When people see leaders modelling values consistently, trust grows.

    2.    Your customers.

    Customers experience your values through every interaction with your organisation. Whether it is responsiveness, integrity, innovation or care, values influence how your people show up when representing your brand.

    3.    Your leadership team.

    For directors and senior leaders, values act as a shared reference point. They align leadership behaviour, help maintain consistency across functions, and support culture during periods of growth, restructuring or uncertainty.

    When values serve all three audiences, they become a cultural operating system, not just a communications exercise.

    What Benefit do Values Bring to your Company, Individuals and Teams?

    When values move from laminated statements to lived behaviours, the impact can be significant.

    For the organisation, values strengthen culture and brand credibility. They help attract and retain talent, particularly in a labour market where people increasingly choose employers whose values align with their own. They also support clearer decision-making during challenging moments—when commercial pressure might otherwise override long-term principles.

    For leaders and managers, values provide a practical leadership framework. They help guide performance conversations, shape recognition and reward, and provide a consistent lens for managing difficult situations.

    For teams, shared values create cohesion. They reduce ambiguity about expectations, support respectful collaboration, and strengthen accountability. When teams understand not just what they are expected to deliver but how they are expected to behave, performance and wellbeing does not compete, but reinforces one another other.

    The Real Question for Leaders

    Many organisations already have well-written values. The challenge is rarely the wording—it is the translation into behaviour. Ask yourself:

    •    Do leaders visibly model the values in everyday decisions?

    •    Are they embedded in recruitment, onboarding and performance discussions?

    •    Do managers feel confident using them to guide conversations and decision-making?

    •    Are values recognised and rewarded in practice, not just in principle?

    If the answer to any of these questions is uncertain, then values may still be closer to laminated than lived.

    For HR and L&D leaders in particular, this presents an opportunity. Culture does not change through posters or presentations; it changes through consistent leadership behaviour, aligned systems training programmes and daily conversations. Ultimately, employees rarely remember the values written on a wall. They remember the values demonstrated in the moments that mattered.

    Bringing Values to Life 

    Let’s consider the values of a well-known British company, no names – Safety and Security, Excellence, Caring and Open-Mindedness, supported by commitments to sustainability and diversity.

    Safety and Security

    Safety and security is demonstrated when employees actively protect the wellbeing of colleagues, customers and the organisation. Examples of day-to-day behaviours include:

    •    Following safety procedures consistently, even when under pressure or working to tight deadlines.

    •    Speaking up when something doesn’t feel safe, whether it’s a faulty piece of equipment, a potential risk to a colleague, or a process that could cause harm.

    •    Protecting sensitive information, ensuring customer data, company systems and confidential discussions are handled appropriately.

    When employees feel confident to prioritise safety and raise concerns early, organisations reduce risk and strengthen trust across teams.

    Excellence

    Excellence is not only about outstanding results; it is about the consistent pursuit of high standards and continuous improvement. Employees demonstrate excellence when they:

    •    Take pride in the quality of their work, checking accuracy and completeness before handing work over to others.

    •    Look for ways to improve processes, suggesting more efficient ways of working or better ways to serve customers.

    •    Prepare thoroughly for meetings, projects or customer interactions, ensuring they bring worth rather than simply attending.

    •    Learn from feedback, seeing mistakes or challenges as opportunities to improve rather than something to avoid.

    Excellence becomes part of the culture when people feel responsible not just for completing tasks, but for continually raising the standard of how work is done.

    Caring 

    A caring culture is visible in how employees treat colleagues, customers and partners. In practice this might look like:

    •    Supporting colleagues during busy periods, offering help rather than focusing only on individual workloads.

    •    Listening with empathy, particularly when someone is facing personal challenges or workplace pressures.

    •    Recognising the contributions of others, celebrating achievements and acknowledging effort across teams.

    •    Considering the impact of decisions on people, not just processes or results.

    When caring becomes embedded in everyday behaviour, organisations create environments where people feel respected, empowered and more willing to contribute their best work.

    Open-Mindedness

    Open-minded organisations encourage curiosity, new ideas and different perspectives. Employees demonstrate this value by:

    •    Welcoming new ideas from colleagues, regardless of seniority or department.

    •    Being willing to adapt, especially when processes change or new technologies are introduced.

    •    Listening to different viewpoints, even when they challenge existing assumptions.

    •    Learning from other teams, backgrounds or experiences to improve how work is approached.

    Open-mindedness helps organisations remain agile and innovative, particularly in rapidly changing markets.

    For leaders, HR and L&D professionals, the key question is not simply “Do we have values?” but “Can our people recognise what those values look like in action?”

    When employees understand how values translate into daily behaviours — in conversations, decisions and teamwork — they stop being statements on a wall and become the way the organisation works everyday building trust not only in the workforce, but also in customer loyalty. 

    Interested in a conversation with Green Key  Contact rachel@greenkeypersonaldevelopment.com or book a call https://calendly.com/greenkey/pd-consultation-meeting?month=2026-03

    #leadershipdevelopment, #leadershipmindset #empoweredemployees #customercommunication 

  • Are your employees not performing because they are suffering from poor or lack of sleep?

    According to the National Sleep Foundation “more than 40 percent of adults experience daytime sleepiness severe enough to interfere with their daily activities at least a few days each month – with 20 percent reporting problem sleepiness a few days a week or more”.

    A goods nights sleep and the preparation for sleep is as important as preparing for a meeting, warming up before running a half marathon or delivering a major strategy to improve company performance.  “As many as 30 percent or more of U.S. adults are not getting enough sleep,” says Dr. Twery.   PhD, Director of the National Center on Sleep Disorders Research.  Chronic sleep loss and sleep disorders are estimated to cost the American nation as much as $16 billion in healthcare expenses and $50 billion in lost productivity.

    The consequences can be severe. Drowsy driving, for example, is responsible for an estimated 1,500 fatalities and 40,000 nonfatal injuries each year. “It’s actually quite serious,” says Daniel Chapman, PhD., MSc, at the Center for Disease Control and Prevention (CDC). “Drowsy driving was implicated in about 16 percent of fatal crashes and about 13 percent of crashes resulting in hospitalization.”  Dr. Chapman says sleep is as important to health as eating right and getting enough physical activity.  Furthermore, research is beginning to attribute the lack of sleep, as with poor diet and lack of physical activity, with weight gain and diabetes.

    For adults, the way you feel while you’re awake depends in part on what happens while sleeping. During sleep, the body is working to support healthy brain function and maintain physical health. On-going sleep deficiency can raise the risk for some chronic health problems, but it can also affect how well we think, react, work, learn, and interact with others. Therefore, it is realistic to think that poor sleep is going to lead to trouble making decisions, solving problems and controlling emotions, as well as an increase in mistakes which results in re-work and therefore lowered productivity.

    Sleep hygiene is one of the essential pillars to good health and personal performance whether you want to excel at sport, at your job or in some other way.   Sleep helps the brain function correctly.  During sleep the brain is preparing for the next day, by creating pathways to improve learning and remembering. Good sleep also helps us in making decisions, to be focused and creative.  When waking in the morning, the mind and body should be ready to face the day, feeling refreshed, energized and alert with no signs of brain fog, heaviness or confusion.

    On a physical level, sleep is responsible for repair of body cells as well as effective functioning of the immune system.   The immune system defends the body against foreign and harmful microbes and relies on sleep to stay healthy. On-going sleep deficiency may lead to the inability to fight common infections and therefore each time the flu or a cold goes round the work place it affects the same people who have weakened immune function and therefore unable to fight off common infections thus leading to absenteeism in the workplace, due to sickness.

    Perhaps this impacts those that drive heavy machinery and work in high-risk areas.  By nodding off” they could compromise their own safety and the safety of others, not only causing human injury, but also damage to machinery, and the building itself.

    How does the leadership in your organisation coach, educate and counsel those that may be suffering from poor sleep quality or lack of sleep?  What systems are in place to enable workers to follow a healthy lifestyle encouraging great sleep?

  • Authentic Leadership – how important is It?

    “The authentic self is the soul made visible.” – Sarah Ban Breathnach.

    Yesterday I attended the Engage Customer Summit at the Brewery in London. Another very good day laid on by Engage Media. It was my attendance at a round table to discuss “Cultivating Loyalty and Engagement through Authentic Leadership” hosted by Jamie McKenzie, CMO at Sodexo, that initiated the thinking behind this blog. The discussion was stimulating and active with those attending sharing ideas around the questions:

    •  Are you an authentic leader?
    • What examples are there of authentic leaders?
    • Is your approach the right approach for the environment in which you are in?

    Of course, from these questions the conversation broadened and deepened around a topic that I believe to be incredibly important and something close to my heart.

    Harvard Business School Online defines authentic leadership “as a leadership style exhibited by individuals who have high standards of integrity, take responsibility for their actions, and make decisions based on principle rather than short-term success. They use their inner compasses to guide their daily actions, which enables them to earn the trust of their employees, peers, and shareholders—creating approachable work environments and boosting team performance.” https://online.hbs.edu/blog/post/how-to-improve-team-performance.

    From an employee perspective, research detailed in Harvard Business Review shows “that a majority of employees believe authenticity in the workplace leads to benefits such as:

    • Better relationships with colleagues
    • Higher levels of trust
    • Greater productivity
    • A more positive working environment

    For any leader who is aiming to make a lasting impact on the companies in which they work, investing time and effort into becoming an authentic leader can be extremely valuable, not only for them as individuals, but also those that they lead, the organisation as a whole and finally the shareholders.

    Points that came out of the discussion yesterday is that an authentic leader demonstrates:

    • Openness to share and to recognise the contribution of others, demonstrating how much they are valued
    • Trusting of others and build trust in all relationships
    • Consistent in their behaviour
    • Connect on the “shop floor” and walk their talk
    • Supportive of others, spotlighting strengths that individuals can build on rather than weakness that need strengthening
    • Possess a high level of emotional intelligence

    On the other hand, Harvard highlights the characteristics of an authentic leader as:

    • Committed to bettering themselves
    • Cultivate self-awareness
    • Disciplined
    • Are mission-driven
    • Inspire faith and build relationships of trust

    From these definitions and the discussion yesterday, I think we can define an authentic leader, as someone who comes from a place of inner strength, in other words they stand in their own power, and because of this are not afraid to show vulnerability, to reveal their weaknesses and to allow and enable someone else to fill the gap, recognising that you don’t need to be good at everything as true teamwork allows for individual potential to shine through at these moments and to rally round the mission, purpose and goals, while enjoying the benefits of working as a team.

    Authenticity is respecting and valuing others for what they contribute and letting them know that their contribution is appreciated through support and genuine recognition. If things go wrong, being fair and open to learn from mistakes and use these situations as growth opportunities. The result – highly motivated individuals who give their best, enjoy what they do, feel fulfilled and perform to the best of their ability having a direct impact on levels of productivity, trusting and open relationships that share a common foundation of support, openness and positivity.

    Sir Ernest Shackleton was the example that I gave of an authentic leader. I’m sure there are more recent authentic leaders but are not in the media as they humbly go about their business. Sir Ernest Shackleton had a people-centred approach to leadership. His personal values, learned from his upbringing helped him develop a progressive style of leadership. He turned bad experiences into valuable lessons, was respectful of business competition. He broke down any traditional hierarchies, was always fair in how he dealt with his staff and established a clear order and routine so that everyone knew where they stood.

    Shackleton led by example, he never expected from his team members what he would not do himself and was always willing to help get the work done. He met regularly for one-to-one conversations to build a bond with each member of the crew. He accepted the individuality of each person and their weaknesses and was always keen to help them achieve their full potential.

    In a crisis he took the lead and worked to keep spirits high. He inspired optimism, even though sometimes he might have doubted himself and he kept “his enemies close.”  He encouraged teams to help and support each other. He was always visible and aware of possible difficulties and danger.  Above all he took responsibility for getting the whole job done, kept the big picture in sight and was always there to help others.

    Shackleton’s leadership legacy needs no further explanation.

    George Kohlrieser sums it up well: “If your starting point is that people are a cost to be minimised, your organisation might survive but it won’t thrive. If, on the other hand, you fundamentally believe that human beings are valuable and a source of goodness, a true asset not in financial terms but in their very essence, you will make your decisions with an entirely different perspective. In your attitude, in your state and in your authenticity, you will be operating as a *secure base. From that position, even difficult decisions will be understood and received with a higher degree of acceptance and appreciation. You will achieve results in a way that also elevates the contribution and value of the human beings inside your organisation.”   

    *”Secure base is a person, place, goal or object that provides a sense of protection, safety, and care and offers a source of inspiration and energy for daring exploration risking taking and seeking challenge.”

     

    References:

    George Kohlreiser, Care to Dare, 2012

    Shackleton’s Way, Margot Morrell and Stephanie Capparell

    https://online.hbs.edu/blog/post/authentic-leadership

  • Authenticity and the New Normal

    A Guest Post by Hannah Emanuel

    In an age that demands a redefinition of ‘normal’, do we also need to redefine what it means to be ‘professional’?

    To answer this question, we must first acknowledge what our current connotations of the term ‘professionalism’. Suited and booted? Reliable? Articulate? Unemotional? The list could go on I’m sure – and would undoubtedly be somewhat different for every individual we asked.

    As offices are swapped for home studios, face to face meetings for online web-calls and synthetic shop bought sandwiches for self ‘starter’-ed sourdough, we also need to redefine what we understand the term ‘professionalism’ to encompass.

    Let’s start by exploring a new current buzzword: authenticity. Authenticity is at the heart of every successful communication, especially online. We are now required, by necessity, to bring more of our true selves to online meetings in order to try and mitigate the horribly dehumanising nature of the screen.

    True to form, corporate speak has recently stolen this term and made it the buzz word of the moment – and in so doing, its fundamental integrity has been compromised. We no longer trust the authenticity of the word ‘authentic’. To fully engage and achieve meaningful, impactful human connection, authenticity must be more than merely a buzzword, thrown around with apparent ease.

    Instead, authenticity must be clearly and uncompromisingly demonstrated through our actions, our tone of voice, our entire presentation of ourselves. It is not enough simply to demonstrate an intention to be authentic through the language we choose. It must instead be our genuine intention to engage openly and collaboratively, using the most vulnerable part of ourselves that we can muster the courage to share.

    Authenticity and the new normalWhat do we really mean then by the word authentic? And, more importantly, what is its function within our new sense of what it means to be professional?

    How authentic should you really be when working from home, joining and leading online meetings and the like? It may be more professional to have that fake background behind you, but would people be able to relate and resonate with you more if it was not there?

    To me, if we were to strip it back to its most raw, naked form, it means presenting your truest, most honest self. No performance, no mask, no armour. But there is a contradiction here that needs acknowledging. Because of course society does require us to wear masks – quite literally in these current Covid times, but also socially, from our earliest days of infancy.

    We are moulded from very early childhood to socially conform. We learn quickly who it is – and isn’t – appropriate to have a tantrum in front of. And this lesson lasts all the way to adulthood – it’s in our bones. So by being ‘authentic’, by being our true selves, does this mean we allow others to see when we are completely overwhelmed by emotion, just as we would have done in infancy? Well no, clearly not – I doubt any framing of the word professionalism would encompass such high levels of emotional freedom. But there is a new level of intimacy to our professional communication that wasn’t deemed acceptable or necessary before.

    Society will always tell us how far it is appropriate to go, and of course this will differ from one culture to another, but if we can begin to open ourselves up enough for others to see in, allow them a window into what makes us vulnerable, then I believe this is true authenticity. And it is powerfully effective.

    In practical terms, what does this really mean or look like online? Unsurprisingly it’s many things; a softening of the physical image we present, the language we choose and the tone with which we speak it, the use of a genuine rather than a virtual background.

    I’d always advocate a truthful background to a virtual one. A pile of dirty laundry might be best hidden, but a glimpse into your home life is at the very least a talking point – a little window into who you are behind the suit (if indeed you are still choosing to wear one) – and at best it can offer an insight into a part of you that we can connect with on a human level.

    Whether it’s the banjo hanging on the wall behind you, or the ‘make it at home’ mojito mix adorning your new lockdown DIY bar, show me; it’s authentic. Not buzz word, lip service authentic, but disarmingly and charmingly authentic. It’s an insight into who you truly are. And you know what? If it’s offered genuinely and with generosity, then that – quite simply – is enough.

     

    Hannah Emanuel

    In the Room Training

    Professional coach and actor