To wrap up series 8, here is advice from all my guests in series 8 on how to avoid hurtling down the wrong path, as individuals and as organisations. They share advice and examples from whistleblowing to wellbeing, meetings to managers and much more.
Tune in to hear how best to:
With thanks to:
Helen Alkin & Jennifer Goldsmith, Head of Early Careers and Recruitment Strategy Lead at BDO.
Mark Bateman, executive coach, CEO of WeQual, author of Disruptive Leadership.
Khushboo Patel, workplace culture and wellbeing expert.
Gwen Stirling-Wilkie, future of work expert, author of Omni-Working.
Anna Campagna, global sales leader.
Alison Coward, founder of Bracket and author of Workshop Culture.
Carolyn Stebbings, Chief Operating and Inclusion Officer at RAPP.
Kisha Payton, Chief DEI Officer and Global Head of Culture at Escalent.
Britt Johnston, Managing Director and Head of Conduct & Culture for EMEA at Natixis.
Sisieta Owen, global risk and compliance leader.
It's like an underground maze. We can't see clearly anymore. It's hard to prioritize. We probably get caught up on something that feels way more important than it should be. And we know it, but we don't want to let on.
So you become a loyal subject and and you just keep going. You neglect what your heart is telling you, that it is time for change, that you shouldn't procrastinate. And then something happens. You get into the perfect storm where you are obliged to confront the brutal facts.
As a global enterprise right now, what are those things that we really value? And what are the things that we may want to let go of or let fade in the past?
There's definitely a shift; more of an opportunity to really look at students from much more diverse backgrounds. Think about the journey that somebody has been on academically and what else they've done outside of that academic journey.
As I was growing up through business, it was very much a case of you didn't get promoted unless you managed people; that was part of the checklist. Whereas I think there is the ability now to be a bit more fluid and flexible.
.How do we get people focused in the right way? How do I set outcomes and expectations which are less about activity and visibility and presenteeism and more about performance and delivery against expectations, priorities and outcomes?
That is a really, really big shift.
People just aren't aware that meetings could be better. They are a feature of our organisational life, and I think it's almost like people sleepwalking through their meetings. They accept them as a necessary evil.
Going from medium or not so great wellbeing to positive wellbeing, it's a cultural change. And cultural change always takes time. So it's not "here's a webinar or here's some free fruit in your office. Off you go, you're all well now".
It doesn't work that way.
Maybe not the just speaking up or highlighting things that are going wrong, but actually having a real escalation process to say "if you think X, Y, Z is a risk, these are the steps that you take".
Helen's award-winning business book: The Future of Time: how 're-working' time can help you boost productivity, diversity and wellbeing.
Leave a review on Amazon here.
Get in touch about my Time-Intelligent Teams workshops or view/download a flier here.
Join my mailing list here.
Read my June newsletter on
'Setting the bar high'