Episodes
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As it's National Apprenticeship Week in the UK, we have recorded a podcast to discuss and promote the value of Apprentices and Apprenticeships, with particular regard to Leading Business Change and bridging the Skills Gap in Digital Transformation.
Unlocking the Potential of Apprenticeships: A Journey withAlison Galvin MBE
Embark on a transformative voyage as we delve into the worldof Apprenticeships with Alison Galvin, MBE, the visionary Chief People Officer at INV Group, a group of cutting-edge technology companies. Join us in this compelling podcast as Alison sheds light on the critical role apprenticeships play in bridging the digital skills gap, especially in the public sector where their impact is most needed.
Recent reports from Forbes highlight a staggering 93% of UKbusinesses grappling with an IT skills gap, with 42% attributing the challenge to the rapid pace of technological advancements. The ever evolving landscape of technology, encompassing artificial intelligence, data analytics, and cloud computing, underlines the urgency of addressing this gap. Training anddevelopment deficiencies are cited by 41% of businesses, while 37% identify the lack of relevant educational programs as contributing factors.
Against this backdrop, apprenticeships emerge as a powerfulsolution, presenting a viable strategy to cultivate a skilled workforce and bridge the divide. In this podcast, Alison Galvin shares her invaluable insights, drawing from her role as the driving force behind INV Group's apprenticeship program. Under her leadership, the program has produced a cadre of leaders, including board directors, creating a talent pipeline securing the group's future.
Alison's active engagement in the Government's South East'Apprenticeship Ambassador Network,' her position on the Board of Surrey Chambers of Commerce, and her involvement in the Surrey Skills Leadership Forum and the Enterprise M3 Skills Advisory Panel position her at the nexus of business and government. This unique vantage point enables her to contributemeaningfully to addressing the skills shortage in Surrey across diverse sectors.
Tune in to my PJ Tips Podcast to discover Alison'sphilosophy on recruiting, training, and nurturing apprentices. Gain valuable insights into the culture, strategy, and leadership behaviours that empower apprentices and foster the success of apprenticeship programs. Explore the untapped potential of apprenticeships in the dynamic realm of digital and tech,where businesses struggle to keep pace with rapid change. Alison's firsthand experience includes nurturing senior managers and directors, including two Managing Directors, who ascended through the apprentice program.
Is engaging apprentices a sound business decision? Accordingto Alison, the figures speak for themselves, highlighting the mutually beneficial relationship between apprentices and employers. As she unveils the symbiotic advantages, it becomes evident that apprenticeships not only make business sense but are integral to leading transformative business change. Joinus in this podcast and unlock the full spectrum of possibilities that the Apprenticeship Scheme holds for both individuals and businesses.
#NationalApprenticeshipWeek
#NationalApprenticeWeek
#NationalApprenticeshipWeek2024#Government
#ApprenticeshipScheme
#BuildBetterBusiness
#LeadingBusinessChange
#DigitalTransformation
#Technology
#SkillsGap
#Education
#TalentPool
#SuccessionPlanning
#Coaching
#Culture
#Leadership
#Strategy
#GrowthStrategy
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In this PJ Tips Podcast on Leading Business Change, our guest Gwen Stirling Wilkie shares insights, stories and top tips on Beyond Hybrid Working.
Gwen has recently published a book Omni-Working, which talks a lot about the need and value of flexibility in work. Not just where we work, but how we work.
If you think Omni or Flexible working is tough to achieve in your world, imagine integrating Omni working into a Construction Firm on the building sites.
Over the last few years, I have worked with and spoken to many leaders and bosses who (excuse the expression) have their proverbial 'knickers in a twist' over whats right and wrong when it comes to flexible working.
Clients such as a Dubai Bank to UK Rail Co are wrestling with this topic. A Top Tip from Gwen is to 'experiment'. You'll hear her use this term a number of times in the conversation.
But, as we discuss, do you - and the business - have the leadership skills and underlying culture to encourage and support experimentation.
We usefully discuss two levels of Leadership :
The strategic level of leadership that vision and strategy for omni working, and
The second tier of leaders who have to try and implement the strategy.
One could argue there's a third level, and that's leadership of self to live the strategy honestly and effectively, not just in service of self, but in service of the project, team and overall purpose.
Given that, in the UK, figures for Performance and Productivity are (relatively) low, we need to upskill (or re-skill) leaders to Lead Business Change. Unfortunately change is most often difficult, expensive , emotional, time consuming .... and failure intensive.
How can Omni Working impact on Performance and Productivity? Listen in to hear Gwen's insights and practical tips for Leaders, leading this change.
For more insights on Omni Working, connect with Gwen Stirling-Wilkie on LinkedIn and Twitter, and her book is available online : Omni-Working: Work effectively in all ways, from all places.
For more insights and top tips on Leading Business Challenge, connect with me PJ Stevens #PJTips
#leadingbusinesschange
#omniworking
#beyondhybridworking
#performance
#productivity
#culture
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Episodes manquant?
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In this PJ Tips podcast on Leading Business Change, Neil Barrie talks us through the new playbook for 21st century brand building, and shares his purpose to 'challenge leaders to create a positive cultural legacy’.
Its a high energy ride, so hang on. It so worth it!
Neil was CSO of Chiat Day Los Angeles from 2014-2018, and spent most of his time working on Airbnb. Here he met up with Jonathan Mildenhall and they worked together when Airbnb was just a squiggly logo and helped grow it to the global travel brand we know it as today.
Having left in 2018, they decided to create a business together. A business that would utilise their incredible knowledge of Brand Building for good. TwentyFirstCenturyBrand was born with the mission to launch, build and scale the most influence brands of our time.
After 5 years growing their business and helping others do the same, they joined up with Common Interest who now have a 51% stake in the business.
Neil openly discusses why they created 21stCenturyBrand, the good work its done and will do as part of the Common Interest collective.
When talking with Neil on this PJ Tips Podcast I got the overwhelming sense of Human, of being Human and Human interest. Indeed, Neil tells us about their core value ‘Ambush with Humanity’, meaning they go out of our way to create a safe space for people to be vulnerable, creative and challenging, both internally and with clients. Neil says it’s so important that people are themselves, not who they think they ‘should’ be.
This bears out in his views on ‘discuss the undiscussable’ and how to create a safe space for leaders to do this.
Purpose flows through the conversation. When asked about TwentyFirstCenturyPurpose, Neil offers surprising insights. He talks about seeking a deeper purpose above that oftheir vision, and that they went away for a few days with the team who decided on ‘Challenging leaders to create a positive cultural legacy’ as their leading purpose.
I had heard people use the term ‘explosion of creativity’ and I was buzzing with energy talking to Neil, which makes more sense when you hear why sold shares to Common Interest and join the collective. Its all about partnering with other businesses with a common interest and services that combined can add more value.
The term collective brilliance springs to mind. By working with Common Interest they can expand services whilst remaining true to themselves, their skills and brand.
I referred to it as a merger in the conversation, and it’s not that. It’s more of a purposeful coming together.
Given the successes Neil and the team have enjoyed to date, one can only imagine the good they can do in the next period.
Here’s some of the questions that Neil answers in this podcast:
What is brand and what isn’t it Definition of brands How do you build a brand with particular regard to people and behaviours How does a brand help you in tougher economic times and pressures#LeadingBusinessChange
#PurposeLedBrands
#BusinessForGood
#Failure
#GrowthStrategy
#CollectiveBrilliance
#Brand
#BrandBuilding
#21stCenturyBrands
#Culture
#CultureChange
#Legacy
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In this PJ Tips podcast, I talk Sport, Leadership and Sustainability with the World's Greenest CEO, Henry Staelens.
Having sold a couple of businesses, Henry became the youngest football club CEO when he took over at Forest Green Rovers.
Henry has very clear views on leadership and sustainability, and since recording this, has started a new challenging role as CEO at Ice Hockey UK - why, because of the massive potential he sees.
Forest Green Rovers were once described as the hippie club everybody hated, but the world has moved on and Forest Green Rovers are a global phenomenon leading the way in sustainability in football, and are 'everyone's second favourite club'. Hundreds of Clubs and Businesses have been to see FGR, ho are a model for change, even Wimbledon has been to visit the tiny Gloucester Club. In the conversation Henry talks about Wimbledon's famous Strawberries and Cream, and their trial of Strawberries and Vegan Cream. The results might surprise you. Check out their Green Code work.
Henry believes in leadership and accountability, not micromanagement and establishes a 'belief system that’s bigger than just on the pitch'. He's highly motivated, purpose led and had a very clear mission & strategy at FGR. It was about being the Worlds First where they could, such as having the worlds first vegan/organic pitch. They believe in the notion of do it first, then tell people you’ve done it! Rather than tell them about ideas or plans you have to XYZ in 2030 and then fail to execute.
You can feel the innovation and intention in Henry's comments and insights. So does this mean other Football Clubs are typically lazy or slow to change?
FGR does more with less – they are over achievers by their own admittance and in the nicest possible sense. They have bigger audience than any club of its size. Indeed they have 120 international fan clubs. Made profit every year including Covid; Hospitality has grown 300% and fan numbers grown by 400%. This impacts on the fan experience, income, sponsors and merchandise.
FGR have some amazing sponsors. Henry talks about Quorn who were their biggest sponsors and who are now middle tier as new sponsors have come onboard. This has happened as sponsors have bought into the vision and purpose.
There's no greenwashing at FGR. And they have been careful with new sponsors, checking their green behaviours and governance. So with this in mind, I ask about their relationship with Innocent Smoothies, owned by Coca Cola. The response might surprise you.
So what does sustainability mean and does it make good business sense. Sustainability takes a culture, decisions and investment. But it seems that at FGR it does indeed make great business sense. People (fans) buy into consistency and authenticity. So dont just have one Carbon Neutral Game and then revert to BAU, make sustainability BAU.
Is Forest Green Rovers a Football Club or Small business? The main product is still football. They have a green stadium, but its still about football. However they are nimble, agile and able to make fast decisions. When Henry joined there was great potential to do more with what they had. The combination of Leadership and Change , was brought about in 2010 when FGR nearly went bust, and Dale Vince invested. He realised it needed more than money, it needed leadership and to be run properly and sustainably.
Culture plays an important part in any committed change. And the overall role of Culture, on and off the pitch is key in FGR. So if FGR can change and become 'green', why cant the likes of Newcastle? Henry talk about football have a wonderful opportunity to lead sustainability in Sport.
We talk about Culture, how to build and create and we talk about managing people, personalities and roles, including the relationships with Owners and Managers and how that helps or hinders Clubs.
Henry's Top Tip: Change can feel hard and cumbersome. However – do the right thing, and change and commercial value will come.
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“As a leader, it’s about the actions you take, not the words you use.”
This was one of the references that Emma Hardaker-Jones makes in the podcast. Its big and brave as are many of the other insights and information she shares about herself as leader, the business and the changing face of leadership today.
Emma is Group HR Director at Legal & General, though her title might better be described as Chief of Stuff. Since joining Legal & General in 2017, her role has expanded to include internal communications, sustainability, real estate investments as well as sitting on the board of the housing business that L&G bought in 2018.
How does she manage all the projects whilst keeping her health, sanity and effectiveness high - she reveals all in our chat.
In the podcast, Emma talks to us about the bravery of leaders today, the changes required in leaders and leadership, and gives some insights into the changing leadership at the top at L&G as Chief Executive of Legal & General, Nigel Wilson, is to retire after more than a decade leading Britain’s largest asset manager and insurance group. L&G, which manages £1.5tn worth of assets for clients, including workplace pension schemes, is now on the hunt for a successor. Will Emma be that successor - I ask the question.
Presumably there's a bunch of in-fighting from people in the business who want that CEO job? And how will the business manage if an 'outsider' is recruited into the most senior leadership role. Imagine trying to follow Nigel Wilson. Emma gives an authentic overview of this situation, how to manage the business, protect people's investments and lead Changing Leadership.
Emma offers some wonderfully personal and professional insights, such as why she joined L&G, how its purpose from 1836 of creating a better society lives in todays culture, and where they are today and why they will exist in the future? Today L&G are a leading financial services group and major global investor, safeguarding people's financial futures around the world with over 10,000 staff and £1.5TRN AUM
So what does leadership and the Bravery of a Leader mean to Emma - and how does she live it. 2021 was a tough year for Emma and she talks through the realisation and changes that had to be made, and how well she and the business maturely embraced this. Her insights include how to and why to make space for self and the importance of self maintenance. This level of leadership has proved a benefit to L&G and had a positive impact on her family.
It takes courage to change and one of Emma's top tips, which she heard elsewhere is that Leaders need to ‘’watch the feet, not the lips’’. What are people doing, not just saying - are they staying in the business or exiting to pastures new? She is clear on what did leaders do well in pandemic, what behaviours do we want to preserve and will this help. The notion of 'we may not get it right' is inspiring.
Emma talks openly about the ebb and flow of Engagement, and lessons hey learned about to treat people and importance or power of listening.
As a result of extensive listening - and an increase in staff engagement - Emma and the team at three key points to work on:
Work life balance Tech Get things done easilyThe first two may be more obvious in this day and sage, but what about the third? Getting things more easily is perhaps common sense, but then again, does it happen, or are too many of us making things more complicated, more difficult than needs be. I can name some businesses where people thrive on making things tough, to look important and valuable for their own purposes. Emma shares what this means to L&G and broader community.
Finally we look at how not only do Leaders need to drive and lead change in organisation, but how to create and maintain shifts in culture and behaviours. The landscape is constantly shifting
Thanks to Emma and Legal & General.
#Leadership #LeadingBusinessChange #Bravery #Change #Culture #ChangingLeadership
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The topic for this podcast is the Value of Boards, and more specifically about value and impact of Non Executive Directors ( NEDs).
Are NEDs a waste of money or an essential part of the business?
And to help us unpick and better understand it, is Ian Shepherd.
Ian is Chairman of the PE-backed retailer Bensons for Beds. Over the last 25 years, Ian has served as CEO, COO and in a number of senior commercial roles for a variety of leading retail, hospitality and media brands including Odeon, Vodafone, Sky and Game where we met 10-12 years ago.
Ian is also the author of 2 books on retailing - Reinventing Retail and The Average Is Always Wrong - and writes a weekly newsletter on retail and business topics at Moving Tribes ( movingtribes @ substack.com )
So it is with great pleasure I introduce Ian to you and thank him for his valuable insights and information, and more over his desire to help build better business and businesses.
This podcast will interest people who are generally interested in Boards, Board Behaviours, when to have a Board and the principles of Boards. Its fair to say that, should he be minded, Ian could probably deliver very entertaining comedy show on the subject, given his wealth of practical experience and dry humour!
More specifically, if you are thinking about whether you need a board, the good and bad of having a board, the ups and downs, want to understand the difference between a Chair of a Private Co, Plc or PE backed organisation, or are thinking about being a NED, this podcast is for you. You may be a shareholder wondering what a board is doing for you, and Ian will help.
Ian and I discuss how the world is changing in unprecedented ways: Climate change, Covid, war close to home, financial instability, food costs, high street store closures and energy prices, and in UK we had three Prime ministers in 6 weeks! One might aptly refer to this as #PolyCrisis. I was fascinated to hear how Ian leads against this backdrop, and given the situation, what part do boards play, or should play in navigating this period?
Boards and DEI (Diversity, Equity and Inclusion) is a topic close to my heart, but more importantly its one I see businesses and boards wrestling with. Ian talks very openly about his thoughts, experiences and suggestions on this matter. As he points out, he doesn't know all the answers, but certainly has some challenging views and sets high standards for himself and the broader NED community.
What does a diverse board look and feel like. When is a diverse board not a diverse board? Listen in to Ian's thoughts or send us your views.
Topics and questions discussed include:
Why and when do we need a board Are NEDs more or less useful than Christmas Tree decorations or Bidets How could or should NEDs add value What is the role of a NED and what isnt it Whats the role of the Chair person, and how does Ian see himself in that space To what degree should the board be involved in ESG Does a Board set the tone or Culture for the business Whats the coasts for the business in getting it wrong when it comes to Boards and NXDsTwo questions from listeners:
Why do so many companies seek NEDs with FD experience – surely they should be looking for more diverse thinking How much influence should boards have - Ours feel quite disruptiveI very much hope you found the views and ideas in this conversation of value. If you have any questions, views or feed back on this podcast, or want to suggest a guest, please get in touch with me pj @ pjstevens.co.uk
#leadingbusinesschange
#culturechange
#Board
#Chairman
#PrivateEquity
#BusinessGrowth
#EDI
#NonExecutiveDirectors
#BoardBehaviours
#ESG
#Governance
#Shareholders
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Our thirst for the freedom to travel at will causes many challenges against the back drop of climate change, behaviours and manufacturing, so how can we solve the multiple challenges and retain our freedom, and at what price?
Are Electric Vehicles the answer to our mobility?
Whats better for the environment, a new EV or an old 100,000 mile diesel - is new the best option?
Who is responsible for leading and delivering a more sustainable mobility agenda?
Indeed, should car companies selling as many cars as they do?
These and other questions are covered in this conversation with guest Ian Digman. Ian is an automotive engineer by education and has spent the last three decades in the industry. He has worked in functions ranging from advance concept development and strategy through to production and marketing. And has worked across Europe, Asia and Middle East in global corporations and small start-ups alike, including time at Ford, Nissan and McLaren.
He is now an independent consultant and joined the podcast to share his passion and knowledge of the industry as it goes through a once in a lifetime revolution.
I invited Ian because I'm fascinated by the power of collaboration, the eco-system and infrastructure, and equally baffled and challenged by its seemingly lack up connectivity, direction and ownership. Example, charging points placed in areas, such as underground parking where the mobile signal fails, making it a challenge to download the app to use the charger.
I was also hoping he'd tell us about some the superstars and characters in the automotive industry.... the good leaders and the not so good!!
How do leaders need to respond, how will behaviours need to change regarding EV Sustainability as a model for change. In your view, who is doing it well?
Do you think people will continue to own cars, will we move to a subscription or rental based model?
Given the unprecedented changes globally, perhaps we will be jumping in and out or Ubers or flying in Jetsons spaceships?
I love ICE cars, the sound of a normally aspirated V12, the whine of a supercharger on a monster V8..... these emotions are deep in me, but aren't the future. So what is? Ian has a whole bunch of ideas and insights.
If you have any questions or feedback, please get in touch with me pj @ pjstevens.co.uk
#futureofmobility #EV #sustainability #rawmaterials #network #socialresponsibility #rangeanxiety #transportationmodel #engineering #projectmanagement #leadingbusinesschange #automotive #cars #mclaren #electricvehicles #leadership #government #carbonneutral #environment
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The Red Arrows, Britain’s best loved High Performance Team, is the topic for this podcast with guest Red Arrow Mike Ling, MBE.
This podcast is about High Performance Teams and Teamwork. Mike shares deep insights into what makes the Red Arrows such a High Performing Team and suggests ways in which businesses can learn from the Red Arrows and improve their business, performance and team work.
For many years I have delivered team work, team development and team building sessions for clients - from the Warehouse to the Boardroom - and in these high performance teams sessions, the Red Arrows are regularly held up as a model for high performance. I think the Red Arrows as a team, both on the ground and in the air, is a solid example of a top team.
So why is Mike Ling the best of the best?
The numbers behind Mike’s RAF and Red Arrows career are truly outstanding. Of his 21 years in the RAF he has completed 10 display seasons in the Red Arrows . In that time he’s flown over 2500 sorties in Red Arrows aircraft, taken part in 700 public displays and flown the famous red Hawk jet in nearly 50 different countries from USA to China.
During those ten Seasons of flying in the famous display team he’s held a number of positions in the air and on the ground. He has been Team Supervisor and one of the Synchro Pair.
Why do the Red Arrows exist?
The quintessentially British brand, was created to promote Britain, in true best of British style. For nearly 60 years the Red Arrows have flown displays of excellence. In this podcast Mike talks about the importance of the Red Arrows work stating the value from the 2016 Great British Campaign supporting British brands – such as Aston Martin and Brompton bikes - in Singapore producing £8BN trade deals on 9 weeks.
What are the Hallmarks of High Performance Teams?
There’s much talk of the hallmarks or criteria which elevate good teams to high performance teams. But what are these hallmarks? Typically you hear about Communication, Leadership, Goals and Trust, and these are mentioned in this conversation, along with a few others that you might find interesting. Hearing Mike talk about Pride and Heritage adds a new depth of engagement, whilst his very specific insights into their view of Feedback and Self-Critique takes the notion of ’feedback is the food of champions’, to the next level. Perhaps this is singularly the main hallmark that sets them apart, what do you think?
In the high tech world of flying, Mike notes that at times good old fashioned communication wins through. I thoroughly enjoyed the way he compares Social Media and WhatsApp to their WAM communication. Whats WAM, have a listen, it might be the simplest and easiest Top Tip to take from this podcast to help you in your business.
What is the Recruitment Process like for Red Arrows and what can business learn from it? After the initial application a number of Pilots are invited to a week long practical process with the Team. In the business world here recruitment is constantly under review and is often a poor process, the Red Arrows have a few top tips to share.
Mike answers questions on: ego, nicknames and how many people are in the Red Arrows team, including the Ground Crew... How many do you think it is?
Finally there's a piece on personal leadership and resilience, as Mike talks through his 800 mph head on crash and months of rehabilitation. The honest insight must be heard to be believed.
And for fun, who do you think Mike names as his example of a great team, and why?
#Teamwork #HighPerformance #TopTeams #LeadingBusinessChange #Leadership #HighPerformanceTeams #BestOfTheBest #TopGun #TomCruise #RedArrows #BritishBrands #Trade #ForeignTrade #AstonMartin #PJTips #TopTips
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Why businesses must stop trying to empower women, and put their money where their mouth is.
In this provocative, insightful and current conversation with Rebecca Leppard, she tells why we must stop trying to empower women, and what businesses need to focus on. And yes, that means money! No, not just in salaries, but in infrastructure, education, support and even health care.
I can already hear a bunch of blokes cringing. Indeed Rebecca addresses the challenges and discomfort many men might feel talking about this topic, and she does her best to coach 'blokes' through her insights, information and stories. Love or hate it, you'll benefit from it. I certainly did.
No topic seems off limits in the conversation. If you're a Pale, Stale Male, afraid to address women's issues or don't know whether to hold the door open or not, Rebecca has the answers.
'Stop talking about Aunt Flo, grow up, use the proper term.... its not a period, a punctuation mark.... its a menstrual cycle.' She continues to talk about Tampons, Cups and the importance of health care. Though I'm fascinated by the menopause, we agreed to keep that for another day.
She talks about Equity in a truly refreshing way. Does she think Women should be paid the same as Men in Sport, listen in.
More importantly we discuss why investing in Women makes great business sense, and why businesses need to care about DE&I for real.
We talk about:
Women's health, well being and child care Equity and Equality Women in the Boardroom Profitability and business growth, Marketing and Customer baseA couple of questions that listeners asked include.....
Is it true that a diverse board makes better decisions …? Mark from a Pharma Co Why are we still talking about equity in this day and age? When will people see the value in inclusion and outcomes, not just who shouts the loudest…. Julia, Head of Comms, IT coWhat questions do you have about this topic, let us know.
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In this PJ Tips Leading Business Change podcast, guests David Blower Executive Director at Stonewater Housing Association and Merje Shaw, Design Researcher and Strategist, join me to discuss 'Staying Human: Ethics as an Advantage'
Stonewater is a leading social housing provider, with a mission to deliver good quality, affordable homes to people who need them most. With well over 30,000 homes and 70,000 residents, Stonewater supports many people to have a place they can call home.
Given that number of people and range and importance of services and support that Stonewater offers, Artificial Intelligence, Data, Tech and Ethics are high on the agenda. How to enable customers to have a better, more efficient service is central to the Stonewater community. So how can data better inform and improve customer experience, whilst managing those human needs in a digital first world.
David offers insights into what good use of tech and data mean to customers at the group and individual perspective. He questions how can we foster trust with our customers, when one might consider there is an absence of trust not just in data and business, but in society. Therefore, where is the opportunity to develop trust through better use of data and tech, and in those human on interactions.
Merje has some challenging and broad ranging views on how much can be automated in our day to day working, and indeed what cant it. She offers some interesting insights into the notion of empathy in this space, and reminds us that Tech is fallible.
#artificialintelligence
#businessimprovement
#customerexperience
#userexerience
#data
#bigdata
#customersatisfaction
#humanonlytaits
#loyalty
#trust
#technology
#empathy
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Daniel Lamarre, is the long time CEO and now Executive Vice-Chairman of the Board at Cirque du Soleil
He is widely regarded as the driver behind Cirque du Soleil's successful global strategy. He is named in books and the (Blue Ocean) case study is used in MBA programmes globally.
Originally composed of 20 street performers in 1984, Cirque du Soleil Entertainment Group completely reinvented circus arts and went on to become a world leader in live entertainment. Established in Montreal, the Canadian organisation has brought wonder and delight to over 180 million spectators with productions presented in 450 cities in 60 countries. Cirque du Soleil Entertainment Group currently employs 4,000 people, as Daniel will explain, including 1,300 artists, who originate from nearly 50 countries. In the podcast he shares that its like 'the United Nations' in the cafeterias at Cirque.
It is worth remembering the Mission of Cirque du Soleil: to invoke the imagination, provoke the senses and evoke the emotions of people around the world.
Can you imagine running 44 shows in a dozen countries, a billion dollar show on earth, and then Covid hit? Daniel talks us through closing the business from 44 shows to zero, but more usefully perhaps, talks about the leadership behaviours during the time they were closed, and how they kept in touch with the several thousand staff and 1,000+ performers
The Mission makes me tingle with excitement, but how do you bring that to life? Daniel tells us about being a creative powerhouse, about creative friction and some of the elements required to develop creativity in your people, culture and at the heart of your business.
Daniel takes the old adage that without creativity there is no innovation to a new level. He believes that without creativity there is no business. Listen in to find why he believes and what stops people and businesses being creative. Creativity extends far beyond business improvement, it needs to exist at the core of the business.
One of the problems I experience with clients is that they hold workshops with the idea that 'now we will be creative'.... Sometimes we get lucky, often we don't. Why? Because creativity is not in their DNA, its not in the Culture. The culture does encourage or enable creative thinking, conversations and ideas.
If you are interested in creative thinking and problem solving, Richard Draisey from McLaren Formula One Team, talks about how the Budget Cap pushed creativity - particular between finance and engineers in the Podcast I recorded with him.
You may be wondering, as was I, how a very human centric business can thrive in a largely digital world. We cover this off in the conversation, with, of course, a reference to creative thinking, developing a view of the future and being constantly open to new ideas.
I would like to thank Daniel Lamarre most dearly for joining me on this global PJ TIPS PODCAST, Leading Business Change, focusing on Creativity and Leadership.
#leadingbusinesschange #creativethinking #blueocean #businessimprovement #strategy #culture
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Nicole Bearne is Head of Internal Communications at Mercedes-AMG Petronas Formula One Team.
Mercedes-AMG PETRONAS Motorsport is the works Formula One Team of Mercedes-Benz and competes in the FIA Formula One World Championship, the pinnacle of world motorsport and the largest annual sporting series in the world. The team has a combined workforce of some 1500 people, based at two world-class technology centres in the UK.
In this PJ Tips podcast she shares how internal communication powers performance at the globally successful Mercedes-AMG PETRONAS Formula One team, one of, if not the most winning teams of all time. Her stories and insights on the importance and power of communication includes how good comms saves time and money, drives up engagement and leads business change, performance and value.
What do you think Internal Communications is and what makes great internal comms? It's the first question(s) I put to Nicole because I sense its not fully understood or valued in businesses. I found listening to the depth and breadth of her answers both educational and exiting. The power that internal communications can unlock in people and performance is very real.
Internal communication informs and circulates information, it encourages collaboration between the participants in the teams and business. It links with the purpose, vision and values, it offers clear insights sharing the right amount of information in the right way. Listening, it feels like professional internal communications is a mix of many skills, experience, resources and models including Leadership, Management, Psychology, PR, Organisational Change, Feedback, Risk Management, Relationship Awareness, Diversity & Inclusion and Social Sciences.
I assumed it would be easy to lead Internal Communications when you're winning, yet Nicole tells us how consistent the work and messaging is whether you're winning or losing. So much of the communication is about how can we improve, what the opportunities are, the goals, strategy, vision and values.
Perhaps internal communications is the antidote to Chinese Whispers, helping reduce misunderstanding, uncertainty, moaning and misinformation across the business. Nicole has many great insights into how well structured and intentional communications adds value to the business from both informal and formal perspective.
Does every business have or need dedicated internal communications professional? If you are an SME owner, leader or director without a well thought through internal comms process, might like to this to this chunk of the podcast.
The purpose of my podcasts is to inform and inspire others to lead business change, more efficiently and effectively, through the practical insights and stories of credible experienced leaders in their field. Time and time again I say how privileged I feel to meet and talk with leaders, how amazing they are..... and how inspirational and valuable their insights are, and they keep on coming with Nicole Bearne.
In closing, Nicole shares some very personal insights into personal change, brought about through Covid. She talks about decluttering your wardrobe - metaphorical and actual - and making space for joy. We both talk about the notion of decluttering your behaviours, clearing out behaviours that are no longer fit for purpose, simply don't fit or are no longer appropriate, especially given changes during and post CV.
I have suits I may never wear in business again, should I keep them or throw them out. Is that the same with behaviours I no longer need?
Thanks for listening to my PJ Tips Podcast with Nicole Bearne from the Mercedes-AMG PETRONAS F1 team on Leading Business Change through the power of Internal Communications.
#People #Communications #Performance #CSuite
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Why HR Cannot be responsible for Organisational Culture, with Vindou Duc.
Vindou joins us from Switzerland for this PJ Tips Podcast, where she is based and runs her Consulting business. Vindou has nearly 30 years global business experience ranging from Formula One to Pharmaceuticals with companies such PwC and Novartis.
She left corporate life a few years ago, and set up Next Step Management Consultancy, with the mission to help you lead your organization through its business transformation, from the 'inside out'.
I invited Vindou to join us as she has both a broad Global view of Culture and in-depth practical experience of culture change in its own right, and as part of transformational programmes. I wanted to get her views on:
The current challenges that businesses face regarding understanding their current culture and defining the future desired culture The stats that show a big gap between what C Suite think culture is and the reality of the employee experience Why many business leaders struggle to get to grips with culture The frustrations that occur when the business gives culture to HRHR is, in many respect, a service provider, a central support service concerned with Tupe, Pensions, policies, procedures, holiday pay, tribunals and the like.... therefore how on earth can HR be expected to lead a culture change when they don't have the time, resources or authority to do so. They need help....
In this new world, HR needs to be developed to be a facilitator of change, becoming a partner and advisor to the board and business.
One of the challenges I see, is that HR are being rebranded as People and Culture, but that doesn’t make it so. I can rebrand myself as a Formula Driver or Play Boy tomorrow….. but I'm sorry to say I lack most of the resources to deliver anything other than disappointment
If HR is not responsible for CULTURE…. Who is?
Vindou offers answers, insights and top tips to help you on your culture journey.
#culture #change #transformation #culturechange #organisationculture #leadingbusinesschange #pjtips #potential #businessimprovement
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Let me introduce you to my esteemed guest for this podcast, Lord Mark Price.
Lord Mark Price is the former government Minister of Trade, former Managing Director of Waitrose, and Deputy Chairman of the John Lewis Partnership. Mark was also Chairman of Business in the Community. Mark is the president of the CMI, a board member of Coca Cola European Partners and founder of WorkL. He has spent over forty years unlocking the power of people in organisations. Mark knows all about creating engaged and happy people at work who in turn create longer-term sustainable success for organisations.
This podcast will appeal to the most senior of leaders, Board members, CEO's, C-Suite, People & Culture Directors, HR Leaders, M&A Specialists and Business owners who want to unlock the huge potential that exists in people for the all our sakes. Creating happiness for people makes common sense and great business sense.
In this time of political challenges, stressed supply chains, recruitment costs and a potential recession looming, the happiness of staff may never have been more important. Happiness is central to recruitment and retention.
Mark has been studying the value and impact of Happiness for many years and offers academic and leadership perspective of how happiness leads to commercial success, higher performance, productivity and customer service, and reduced defects, turnover and waste.
Mark shares with us his Six Top tips and measures for creating an environment for real happiness, and Pool Tables and Pizzas are not on the list!
It isn't just the list that's useful, its the practical meaning, the links and combined impact of these that Mark shares that offers the real value.
1. Pay & Recognition
2. Information Sharing
3. Empowering People
4. Wellbeing
5. Sense of Purpose and doing something Worthwhile
6. Job Satisfaction
Happy staff stay longer, work harder, will want more training, be more productive and deliver better customer service.
Don't waste money on surface level short term incentives or tricks to develop happiness, invest in meaningful matters such as developing managers and their ability to cultivate relationships with staff which will directly impact on retention, recruitment and engagement.
Happiness, as Mark will share, is critical to the success of your business.
The purpose of my PJ Tips podcasts is to inform and inspire listeners to build better businesses and lead change more successfully, through the practical insights from authentic leaders. I hope you'll agree after listening to Lord Mark Price that he is a truly exceptional guest.
If you have any questions or feedback, please DM me.
#LordMarkPrice
#WorkL
#LeadingBusinessChange
#StaffEngagement
#JobSatisfaction
#Communication
#Purpose
#CommercialAdvantage
#BetterPlaceToWork
#BrandValue
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In this PJ Tips Podcast on Leading Business Change we welcome Chris Cook, Olympic Swimmer, successful Business owner, Speaker and Coach.... who's chuckle is infectious.
He'll tell you about the difference between self belief... and self knowing... and he shares a story about Adam Peaty and Usain Bolt to underline this.
If you want reduce distractions and resistance, and Speed up your Performance, listen to this podcast.
Chris' over arching message is to ''simplify what you can in this world of complexity''. In his world, it was all about Swimming two lengths of a pool as fast as possible. Leading to an array of medals, records and success on the European, Commonwealth and Olympic stage.
However Chris admits getting overwhelmed and stressed by how much distraction and 'to-dos' that he allowed to threaten his core activity, leading him to simplify his entire process. This reduced stressed and increased happiness - you can hear it in his voice and his 'chuckle'.
According to Chris, despite what we may think, much of our world is in fact fairly constant and consistent. Consider what is more or less the same in his world for a moment:
A swimming pool is 50m long, the water is always c26 degrees There are (almost) always spectators, film crews and interviewers There's always competitors, swimming the same stroke, over the same distance - in this case, two lengths of breaststrokeHe encourages clients to simplify and be very clear on what they can and cannot control, what their job actually is..... and then get better and better at it.
I was amazed to hear how he has a different view of the '1% Gains' made famous through Dave Brailsford and the Sky Cycling Team. Rather than looking at lots of little things, he chose to focus on the two or three big chunks that mattered to him, and he encourages clients to do likewise. For him it was a great dive off the blocks, a fast and effective turn and then sprint back to the finish.
Two lengths. Done.. or 'Gone in 60 seconds'.
I sense that some clients use the '1% Gains' as an excuse not to deal with the Elephant in the Room. Sometimes 1% change just wont cut it! In addition, I wonder if clients want to over complicate matters as a cover for their ineffectiveness and poor performance.
World Record Holder Adam Peaty now Swims the dame two lengths of the pool '100M Breaststroke' c5% quicker than Chris, who is now retied. Imagine what a 5% reduction in cost or time would do for your business. Chris talks about reducing procrastination, decision making and complication, increasing the pace of change and therefore moving to value faster. As he says, its simple, but necessarily easy.
He further gives insights into how sport, in particular Swimming and the governing body FINA need to lead through changes, such as the hot topic of Transgender in Sport, particularly Transgender Women. Chris talks us through some of leadership challenges therein.
Thanks for listening to this PJ Tips Podcast on Leading Business Change. If you have any questions or feedback, do get in touch.
If you liked this podcast, you may like the Michael Duberry (ex Chelsea Footballer) episode on high performance or listen to Mark Preston (Team Principal of World Champion Formula E team DS Techeetah) talking about winning on and off the track.
#leadership #change #leadingbusinesschange #business #sport #performance #olympics #transition #transgender #inclusion #fairness
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Many businesses are seeking to improve performance in businesses and in teams. Businesses want more for and from their people.
Businesses often say they feel they have reached the limit of growth and improvement through standard processes and models and are now looking more deeply into the wealth of potential, knowledge and creativity that exists in people, to help the business grow.
With the impending doom of a recession on the horizon, perhaps businesses need to invest more in, and take more note of people performance.
In this podcast Michael and I talk Elite Performance, Team work and Leadership.
Top Tips and Insights you might like in this recording:
The difference in the same team from a winning year, to a losing year. How to stay humble whilst winning. How to and why to have a conversation about your mental well being. Top notch Leadership Traits. What female mega star to dress as when you are footballer.Michael Duberry is a leadership coach, speaker and mentor, specialising in elite performance, including leadership, behaviours and resilience.
Michael has come from professional and elite sport. He was a professional football and Cup winner at a number of Clubs including Chelsea and Leeds. Michael was also an England U21 player.
In this PJ Tips Podcast, we discuss what Elite Performance is, and what businesses and leaders can learn from sports top performers.
We do talk about Football. Whether you like football or not, we hope you get some real insights and practical tips for you and your business.
Some of the lessons or insights might be obvious, like excellent training facilities and player development programmes. Its obvious. Businesses know it. But do businesses invest appropriately?
Other obvious lessons include Team work. 11 players on the pitch working together. We see Defenders supporting the Attackers - we see defenders scoring! - and Attackers coming back to Defend.... Do you ever hear some one say 'that's not my job'...? I hear that in business.
Some of the less obvious lessons from Elite Performance might include humility and resilience.
What is your understanding of resilience and what it means and how to recognise it? We hear it talked about so much in business. Michael has a very specific definition and ways to identify it. And his views on the importance of resilience in the real world, linking to mental health as well as personal performance and development, is grounded and honest.
We are not saying all professional sports people and teams are perfect. They are not. But in the conversation we examine elite performance, indicators and insights from Michael.
If you are interested in straight talking honest insights into some of the things businesses and leaders can learn from sport, this podcast is for you.
Hopefully, we have a laugh too? If Michael went to a fancy dress party as a Spice Girl, which one would it be? He discusses this openly, and tells us which female character he did indeed dress up as in Oxford! Its surprising..... But what does it tell us about the man? You'll have to listen and tell us.
Top Tips and Insights you might like:
The difference in the same team from a winning year, to a losing year.
How to stay humble whilst winning.
How to and why to have a conversation about your mental well being.
Top notch Leadership Traits.
#eliteperformance #teamwork #businessimprovement #change #goals #winning #leadership #resilience #wellbeing #mentalhealth #mensmentalhealth #spicegirls #recession #
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In this episode, Rita Gupta, a family lawyer who specialises in Divorce and HNWI gives us insights into the impact divorce can have on people and business, and she shares some top tips to help leaders lead through Divorce.
We have probably all seen the personal impact of divorce on family and friends; the emotional rollercoaster, financial impact and the financial trauma that people suffer. Lives can be seem like they are ripped apart.
If some one is going through a divorce, imagine what it might do to their energy, their capacity for work or their personal time? Suddenly they may find themselves homeless, separated from their kids and trying to create a new schedule, all of which will impact on the individual, their well being and capability to work.
Divorce may affect people to a greater or lesser degree. One lady I knew started going clubbing again to 'celebrate' divorce and every other weekend she partied hard, and by her own admittance was 'probably still suffering from excess alcohol on Monday morning'
So how does this impact on business?
Rita talks us through Divorce and Business from three perspectives:
Staff members who are going through divorce. The issues they may have, support they may need and how it might affect their team, projects and work.
Leaders or business owners who are going through divorce, including at times where both parties are directors/shareholders of the business. Think about what might need to be in place to support an owner through divorce and how to look after the business during such times.
Thirdly, how the business and leaders can lead through the changes that divorce brings to the work place.
#familylaw #highnetworthindividuals #HNWI #divorce #leadership #business #leadingbusinesschange #csuite #businessowners #shareholders #divorcelawyer #wellbeing #mentalhealth
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Are you wrestling with Transformation, Change or Business Improvement? Are you planning a Transformation, or are you simply interested in hearing war stories of Transformation.
In this PJ Tips podcast on Leading Business Change, my guest Karen Thomas-Bland and I talk Transformation from the Trenches.
The purpose of these podcasts is to offer listeners practical insights and information from experienced leaders in order to help us all lead and deliver change more effectively and meaningfully. I don't believe we need more theory of change, I think leaders want to connect, share and learn from others who have done it. What do you think?
Karen is an Interim Executive Committee member, Consultant and NED with 25 years’ experience leading complex enterprise-wide Transformations and M&A integrations to $105bn turnover. As a consultant, her clients have included Accenture, Microsoft, National Grid, RELX Group and PE funds where she has successfully led major programmes of change. Karen has been on Private Equity backed Boards to drive value creation and achieve a major fundraise or exit, working alongside major investors. Prior to her interim career she was an Executive in IBM Global. During this time, she was based out of New York, Dubai and Sao Paulo and led IBM’s global transformation, integrated ten major software businesses, run a $4.5 bn top accounts full P&L, and rapidly scaled a new global consulting and data analytics business to £500m turnover.
Karen discusses Business Transformation programmes she has delivered and tells two stories - one good, one bad! Its valuable to hear her bounce around the topics of new Strategy, Markets, Client Segments, Re-orientating the Business and new Ops Models.
She goes into some detail about what is Business Transformation and what isn't it? What the difference is between Transformation, Improvement and Change? And why its important to understand these. From my perspective, a big part is expectation. It seems Transformation is more than just ERP.
I hear clients talk about Transformation, but what they mean is Change, but what they are prepared to do is make a few small Improvements.
Transformation programmes are people led, meaning they can be emotional, difficult and unsettling. Thinking about Culture, and taking care of people, engaging and enabling them are key elements to delivering a successful transformation. As leader you have your own emotions to deal with and you need to lead both the business and the people in the business.
There is an old SAS saying: grip Self, the Team, and then the Task. Note the first two elements are people centric. Failure to do these will almost certainly end in a failed business programme. Perhaps this a useful way of thinking that any change starts with me?
Karen has her views on Leading Business Transformation regarding Culture and Leadership Behaviours required to lead businesses and people through any change or transformation.
Finally she leaves us with Three Top Tips on Leading Business Transformation.
#Business #Transformation #Change #LeadingBusinessChange #Culture #Digital #Technology #People #Leadership #BusinessTransformation
Stats tell us that Change is expensive, difficult and failure intensive, but it doesn't have to be that way. I have a Five Step Process, tried and tested at Cranfield and used in Change programmes, M&A, Projects and Transformation to c $30Billion successfully. The process will significantly tip the likelihood of success in your favour. It does this by unearthing the wealth of potential that exists in your business but remains untapped... your greatest asset... people.
If you have any feedback on the podcast, the matters the discussed or want to chat Transformation, give in touch.
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Richard and I hope you enjoyed part 1 of our conversation exploring Boardroom behaviours, where we looked more at the poor behaviours experienced in and out of the boardroom.
In this, part 2, we look at Boardrooms Behaving Better. Richard shares specific examples of the roles and responsibilities of Boards and together explore what good behaviours look and feel like.
Richard Cartwright is an Enterprise Fellow at Southampton Business School, an experienced NED, chartered Accountant and enthusiastic academic! He brings diversity to life in teams and boards with clients such as the NHS and NAO.
Its often easier to spot and comment on poor boardroom behaviours and poor governance, as these are the examples that make the headlines. Good behaviours are not simply the opposite of the bad ones, though there's a relationship of course. Good behaviours often requires better personal leadership, interpersonal skills and alignment. Diverse thinking for example can be a huge benefit to the board, but to have it, you must be open to including difference and listening to it openly. It might be easy to recruit in ones own image but it may not get your the true value you want. Employing board members with the difference of opinions, experience and back ground you think you want, may require a different set of skills than you have to fully embrace these differences.
Companies need their boards to function effectively. Board members provide executives with a different perspective and direction, drawing on their wider external experiences. The most effective boards meet regulatory requirements, keep the company accountable and provide sound strategic counsel.
Sarah Bell from Grant Thornton notes that, ''Truly effective boards clearly define their role and purpose, and have directors who can work well as a group while fulfilling their individual roles, such as overseeing succession planning, acquisitions and capital allocation.''
What do you think makes a good board, and what are better boardroom behaviours you experience?
Listen to Richard discuss some simple and practical ways of improving board room behaviours and effectiveness. He talks specifically about Cyber Security and Cyber Attack which is hot topic.
As always, I welcome your feedback, insights and stories [email protected]
If you want to discuss anything you have heard in this podcast or chat about what resources are available to help you personally as a board member, or if you want to develop the effectiveness of your board, then please get in touch. Richard and I have a set of structured sessions, facilitated workshops, group and individual coaching options to support you.
#leadingbusinesschange #boardroom #directors #nonexecutivedirectors #change #businessimprovement #ESG #cybersecurity
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In this podcast on Boardroom Behaviours, my guest Richard Cartwright explores Bad Behaviours in the Boardroom.
Richard is a dynamic Academic and Non-Executive trusted by the NHS, NAO, Motability, ICAEW and is an Enterprise Fellow at University of Southampton, he brings lived experience of diversity to both the classroom and into boardrooms. For his sins he is a qualified Accountant and trained within the Big 4. More importantly for me, he's a great chap, hugely knowledgeable and very able to offer listeners practical insights into bad boardroom behaviours and the cost to businesses and their communities.
You may think that all boards and board members behave well. They don't. Richard and I have experienced first hand some shocking bad boardroom behaviours, but also much more subtle yet no less destructive poor behaviours.
So what is board? A board of directors is an executive committee that jointly supervise the activities of an organisation. The board acts as a governing body for a company or organisation. The primary goal is often said to be to protect the assets of the shareholders by ensuring an organisation's management acts on their behalf and that they get a good return on their investment in the company. Though of course these days purpose is important, as is ESG and therefore the way the ROI is created is much more important. In short there are three main areas where a board focuses attention: governance, strategic direction, and accountability.
So given this responsibility and clarity, you might be forgiven for thinking that everyone works well together, is equally aligned, committed and so on. However, like any team or group, their are egos, agendas, differences, personality clashes and so on that can cause problems. Poor leadership of self and others can be seen, poor decision making skills, lack of diversity and relationship skills all contribute to unhealthy environments and less than high performance in the boardroom.
Do you remember the old adage, 'Agree or Disagree, but Commit' which I first heard from Prof Sumantra Ghoshal. In the Boardroom this might be considered key, yet too often it isn't.
Richard may cast humour into this pot of conversation, but underlying is a very real need to improve the behaviours of boards for the sake of the businesses, stakeholders, shareholders and the wider community.
I wonder how many people will listen to this thinking that their board - even themselves - behave well, and on reflection might find some bad behaviours that resonate.
Richard and I have run sessions with Boards, and shown videos of board room behaviours, which has shocked participants and led to very valuable conversation and significant improvements.
It may seem a little unfair picking on the bad behaviours but after all its poor governance that makes the headlines, rarely the great governance!
In the second part of this two part topic, Richard and I discuss Better Boardroom Behaviours.
The aim of these podcasts is to promote thinking about the behaviours of your boards, what you do well, and not so well, and therefore what you can improve, and why. For some this might be a conversation and some simple improvements, for others you might want some help, and we'd be delighted to have a chat and offer some insights, suggestions or come and work with you to facilitate changes and improvements.
In the meantime, have a listen to myself and Richard exploring bad boardroom behaviours. Feel free to message me with your thoughts and examples.co.uk
Look out for Part 2, Boards Behavinboardroom #boards #executive #committee #poorperformance #governance #management #shareholders #ROI #purpose #ESG #accountability
PJ Tips Podcast on Leading Business Change, with thanks to Richard Cartwright
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